Organizing

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  By: Ashley Laken, Esq.

Seyfarth Synopsis: Millennials are an ever-growing portion of the workforce, and they generally have favorable views toward labor unions.  Employers would be well-advised to be attuned to this reality and they may want to consider developing and implementing strategies aimed at heading off union organizing before it starts.

According to a Pew Research Center analysis earlier this year, Millennials now make up more than 35% of the U.S. labor force, making them the largest generation currently in the workforce.  Their numbers are continuing to grow, and it’s estimated that they will make up 75% of the labor force by 2025.

At the same time, according to an analysis by the Economic Policy Institute, the number of union members in the U.S. grew by 262,000 in 2017, and 76% of that increase was comprised of workers under age 35.  Many believe that one reason younger workers are joining labor unions is because they are concerned about workforce trends that are increasing work insecurity, including the rise of automation and companies’ increased use of independent contractors.

Millennials are also generally known to have favorable views toward labor unions.  A 2017 report published by the Pew Research Center showed that adults younger than age 30 view unions more favorably than corporations.  According to that report, 75% of adults aged 18 to 29 said they have a favorable opinion of unions, while only 55% said they have a favorable view toward corporations.  And in late summer of this year, the National Opinion Research Center at the University of Chicago found that 48% of all nonunionized workers would join a union if given the opportunity to do so.

Millennials have also demonstrated an interest in social activism.  Many younger workers perceive unionization as potentially combating those aspects of jobs that they view as suboptimal, including perceived racial and gender discrimination and a lack of advancement opportunities.  Union organizers are increasingly recognizing that younger workers place a lot of importance on equitable treatment, upward mobility, fair wages, and work/life balance.  Unions are also using new and often informal methods to recruit employees, including social media and text messaging, effectively “speaking the language” of Millennials.

Indeed, the last few years have seen union organizing in industries that traditionally haven’t been unionized, including digital media, nonprofits, and coffee shops.  It almost goes without saying that employees in these industries are often predominantly comprised of Millennials.

And the recent walkout by thousands of non-unionized Google employees at offices around the world was the first protest of its kind by well-compensated tech employees, many of whom are Millennials.  The stated demands of the brief walkout, which were posted on an Instagram page, included an end to forced arbitration in cases of harassment and discrimination, a commitment to “end pay and opportunity inequity,” to “promote the chief diversity officer to answer directly to the CEO,” and to have a “clear, uniform, globally inclusive process for reporting sexual misconduct safely and anonymously.”

Although demands such as these fall outside the scope of what the National Labor Relations Board considers to be mandatory subjects of bargaining between employers and labor unions, they shed light on some of the concerns held by the modern workforce.  On this point, in a recent national survey conducted by MIT, a majority of workers said they don’t have as much of a voice as they believe they should on issues ranging from compensation and benefits to protection against harassment.  These sorts of sentiments can provide fertile feeding ground for union organizers.

Even though many employers recognize some of the negative aspects that can come along with union representation, many employees (including managers and supervisors) might not.  For example, union representation can and often does result in a loss of flexibility in addressing employee issues, and it also results in the insertion of an outside third party between management and employees, which can create a counterproductive “us versus them” attitude.

Employers would therefore be well-advised to train their managers and supervisors on these topics, and also to be on the lookout for union organizing activity among their employees.  Employers should also consider providing positive employee relations training for their managers and supervisors, which could head off union organizing activity before it starts.

 

By Bradford L. Livingston

Seyfarth Synopsis:  Unions represent only 6.5% of all private sector employees.  However, rather than focusing on the past and why its fortunes have declined, a more interesting question may be what organized labor is actively doing to reverse this trend.

 

Organized labor is facing tough times.  In their heyday during the mid-1950’s, labor unions represented over 35% of America’s private sector workforce. Today, over sixty years later, unions represent only 6.5% of all private sector employees.  And even where unions do represent workers, dues revenue — the lifeblood for a labor union — is likely to decline even further when employees opt out of union membership in the growing number of states that have enacted Right to Work laws, including traditionally-unionized,  “rustbelt” manufacturing states such as Michigan, Wisconsin and Indiana. (With a pending US Supreme Court decision and some newer state laws, labor’s current far greater density and influence in the public sector is also at risk.)   How the mighty have fallen.

But to paraphrase Mark Twain, “the reports of organized labor’s demise have been greatly exaggerated.”  And rather than focusing on the past and why its fortunes have declined, a more interesting question may be what organized labor is actively doing to reverse this trend. Here are just a few of the ways that unions are trying to change their fortunes:

The Four Tops Approach: “It’s The Same, Old Song…”

Let’s be clear from the outset: unions will not abandon their traditional methods of organizing new groups of workers.  So there will continue to be the historical “bottom up” organizing, where union organizers meet with employees, they obtain enough employees’ signatures on authorization cards to file petitions with the National Labor Relations Board, both unions and employers conduct campaigns to convince employees of their positions, and the Board conducts secret ballot elections.  (And by the way, the so-called “quickie” election rules passed by the NLRB under the Obama Administration continue unchanged for now.) Whether opportunistic by finding a few dissatisfied workers at a potential site or more targeted in selecting a particular industry or location, unions will continue to use and try to improve upon their traditional organizing skills.

 

And there will also continue to be the somewhat more recent method of “top down” organizing, where unions engage in corporate campaigns against targeted companies.  These campaigns attack a company in various and well thought out ways where it may be particularly vulnerable: adverse publicity, filings with government agencies, litigation, contacting suppliers and customers, shareholder resolutions, and more.  The goal is to create enough pain for the company to eventually agree to “labor peace,” usually including the employer’s agreement to supply the union with employees’ names and contact information, its pledge not to oppose unionization, and its agreement to recognize and bargain with the union if a majority of the employees simply sign authorization cards.

But these tried and supposedly true methods of organizing have existed for decades.  And where unions once represented more than one in three private sector employees, they now represent fewer than one in fifteen.  So in addition to conventional organizing, labor needs a few alternative approaches.

The Pragmatic Approach: If You Can’t Beat ‘Em, Join ‘Em

Nobody disputes that technology has transformed the workplace and will continue to do so.  While some labor unions have fought the trend, others have recognized that change is inevitable and have successfully adapted to it.  Not that long ago, the International Longshoremen’s Association (ILA) and International Longshore and Warehouse Union (ILWU) had a lock on the labor-intensive work of loading and unloading goods entering or leaving virtually every port in the United States. Over the past several decades, this work was transformed as containerized cargos, more efficient cranes, and computers made this work far easier, quicker, and less labor intensive.  Rather than simply watching their influence wane, however, the ILA and ILWU successfully adapted by negotiating agreements preserving their members’ exclusive rights to perform the “work,” albeit now involving computers and mechanized equipment.  Brains rather than brawn. And while there may be fewer longshoremen doing it, their continued jurisdiction over the work gives them significant bargaining leverage in contract negotiations (with the effective ability to shut down a port),  and thus secure, good-paying jobs.

Unions are recognizing the need to adapt in other industries as well.  Affecting the very core of its  membership base, the International Brotherhood of Teamsters (IBT) understands the challenge it faces, as robotic, automated distribution centers are reducing the need for warehouse workers, and self-driving vehicles and delivery drones eventually may reduce the need for dues-paying truck drivers. (In fact, it may appear that every employer’s ultimate dream to staff a factory with only a man and a dog is coming true: the man’s job will be to feed the dog while the dog’s job is to keep the man from touching anything inside the factory).  Recognizing what is perhaps the inevitable, a San Francisco IBT local union recently announced that it will represent the employees building these robots.  When life gives you lemons, make lemonade.

The Dale Carnegie Approach: How To Win Friends And Influence People

Organized labor has a successful track record of promoting many social justice issues, including the eight-hour workday, forty hour workweek, and anti-discrimination laws. And as we have witnessed, over the past several years different community activist groups across the country have ostensibly led the fight  to increase pay for low-wage employees by conducting demonstrations, sit-ins, sick-outs, and other events.  Under the names “Fight for Fifteen” (dollars per hour), “Fast Food Forward,” or others, they have actively promoted higher pay — successfully in many cities, counties, and states — for what are often short-term jobs among younger workers.  And behind many of these groups are different labor unions, such as the Service Employees International Union (SEIU) or United Food and Commercial Workers (UFCW), which eventually hope to succeed in organizing the employees at these establishments. Get them while they’re young and perhaps they’ll stick with you as they move on in their careers.  And despite what is often a relatively small number of employees (and, thus, potential dues-paying union members) at any individual location, jobs at these brick and mortar businesses — retail stores, fast food/fast casual restaurants, and coffee shops — cannot effectively be outsourced abroad.

This trend will likely continue regarding other social issues.  The past several months have seen a dramatic shift in the visibility and recognition of the need to eliminate workplace sexual harassment.  With universal agreement that things must change, some union officials have identified the #MeToo movement as an opportunity to attract female members by showing that unions are protectors of women’s rights in the workplace.  A potential hurdle, however, is labor’s lengthy track record of protecting male union members when they are accused of being the harassers.  For just a few examples, see Robbins Co., 233 NLRB 549 (1977); Gloversville Embossing Corp., 297 NLRB 182 (1989); Calliope Designs, 297 NLRB 510 (1989); Nickell Moulding, 317 NLRB 826 (1995); and Fresenius Manufacturing, Inc., 362 NLRB No. 130 (2015).  Just recently, a female legislator introduced a resolution in Illinois’ legislature asking both the EEOC and NLRB to investigate the United Auto Workers’ responsibility for sexual harassment at a Chicago-area auto plant.   After all, it continues to be the International Brotherhood of Teamsters and International Brotherhood of Electrical Workers, not the Sisterhood.

Time will tell whether this particular initiative succeeds or it is actually #MeTooExceptWhenUs.  But the real point is that organized labor will continue to seek out social issues that generate popular support, and use its resources to pursue those causes with the hope of expanding its membership base.

The Beatles Approach: I Get By With A Little Help From My Friends (In Government)

Almost a decade ago, the big push from organized labor was for the so-called  Employee Free Choice Act (EFCA), which would have provided for “card check” union recognition, eliminated employee secret ballot elections in choosing whether or not to unionize, and provided binding arbitration to secure the terms in first collective bargaining agreements.  And despite what was then a democratic President, U.S. Senate, and U.S. House, this federal bill was never enacted.

Perhaps learning from that experience, unions have been far more active in getting a little help from their friends in local government.  It’s a fairly simple strategy: you scratch my back, and I’ll scratch yours.  More union members means more money for political donations.  Focusing opportunistically on the “blue” cities and states rather than the “red,” labor has succeeded with and will continue to promote these local initiatives.  For example, New York City, Los Angeles, San Francisco, Washington, D.C., and many other jurisdictions now require the purchaser of buildings employing janitors or service workers, hotels, or retail grocery stores to hire its predecessor’s employees for what is usually at least 60 days, thereby ensuring that an incumbent union will continue to represent those employees and adopt the terms of the preexisting collective bargaining agreement.  Under federal labor law, the new employer would typically have had the right to set its own initial terms of employment and make largely independent decisions regarding whom it wished to hire.

In other ways, local governments have given labor a boost in organizing by providing incentives for employers to embrace unions in their facilities.  In addition to the widespread use of project labor agreements requiring the payment of prevailing (union) wages for employers contracting for publicly-funded works, just a few examples of laws affecting purely private employment include:

  • A New York City ordinance requiring non-union car washes to post a $150,000 surety bond to ensure wage payments to employees, but making the bond for unionized car washes far lower;
  • Ordinances in Chicago and elsewhere requiring paid sick leave for all employees (40 hours per year in Chicago), except those covered by a labor agreement that waives this requirement;
  • Local laws in multiple cities across the country providing employees with a higher minimum wage, except where a collective bargaining waives this requirement; and
  • A California law requiring sellers of recreational marijuana to have signed a “labor peace” (neutrality in the face of union organizing) agreement.

These laws are often subject to legal challenge (the New York City car wash ordinance is on appeal after having been struck down by a federal judge), but legislation like this will continue to sprout and take root in various cities. And when enacted in one location, it is likely to spread to others.  Unions have learned that it is far easier to gain successes at the local level.

The Charles Darwin Approach: The Survival Of The Species

While organized labor undoubtedly faces challenges, it is actively working to meet them.  Some approaches will be more successful, and others less so.  Successful strategies will be replicated, and others abandoned.  Change is inevitable, but anybody who chooses to write off unions is making a big mistake.  The question is not whether organized labor can reorganize, but instead how it will adapt to do so.

 

 

  By: Paul Galligan, Esq. and Samuel Sverdlov, Esq.

Last month, the National Labor Relations Board (“NLRB”) vacated election results from a representation election because the Board agent opened the polling for a voting session 7 minutes late. The employer lost the election by a vote of 14-12, with one challenged ballot. However, there were 4 eligible voters (who were present in the polling location during the 7-minute delay) who did not vote in the election. Following the election, the employer filed two objections, one of which challenged the election results because the delay in voting resulted in potential disenfranchisement of a dispositive number of voters. At a hearing before a Hearing Officer, there was no evidence presented regarding either the reasons why the employees did not vote or whether any employees complained that they were prevented from voting due to the delay. Thus, the Hearing Officer overruled the employer’s objection, and the Regional Director adopted the Hearing Officer’s decision.

The employer thereafter appealed the Regional Director’s decision to the Board. In the 2-1 decision, in which Board Members William Emanuel, a Trump-appointee, and Lauren McFerran, an Obama appointee, participated in the majority, together, the Board applied the “potential disenfranchisement test” rather than the “actual disenfranchisement test” to determine whether to set aside the election. The Board majority cited Pea Ridge Iron Ore Co., 355 NLRB 161 (2001) in holding that the key issue in deciding whether to vacate the election is whether the late opening of the polls results in the “possible disenfranchisement of potentially dispositive voters.” As the Board in Pea Ridge stated:

When election polls are not opened at their scheduled times, the proper standard for determining whether a new election should be held is whether the number of employees possibly disenfranchised thereby is sufficient to affect the election outcome, not whether those voters, or any voters at all, were actually disenfranchised.

The Board rejected dissenting Board Member and Obama appointee Mark Pearce’s contention that setting aside an election requires proof of actual-disenfranchisement. Accordingly, the NLRB vacated the results of the election and remanded the case to the Regional Director to conduct a second election.

OUTLOOK

In an era when bipartisan politics appears to be as forgotten as the film, A Bronx Tale, the Bronx Lobster decision reminds us that Republicans and Democrats can still find common ground applying hyper-technical interpretations of union election rules. Specifically, the NLRB is willing to vacate a union election when the polling began 7 minutes late! This decision serves as a valuable lesson to employers that any deviation from the union election rules could result in an election being set aside. Thus, employers should consult with experienced counsel when preparing for a union election to understand the applicable rules, select appropriate observers, and remain vigilant during the election for any irregularities.

If you have any questions please contact your local Seyfarth Shaw attorney.

Yesterday, the National Labor Relations Board (NLRB or Board) issued an Order vacating the Board’s decision in Hy-Brand Industrial Contractors, Ltd. and Brandt Construction Co., 365 NLRB No. 156 (2017), in light of the determination by the Board’s Designated Agency Ethics Official that Member William Emanuel is, and should have been, disqualified from participating in the Hy-Brand proceeding. In Hy-Brand, the NLRB had overruled its joint employer test set forth in Browning-Ferris Industries, 362 NLRB No. 186 (2015),and returned to its pre Browning-Ferris test.

Under the pre Browning-Ferris joint employer test, which the Board had restored in Hy-Brand, two or more entities were deemed joint employers under the National Labor Relations Act (NLRA) if there was proof that one entity has exercised control over essential employment terms of another entity’s employees (rather than merely having reserved the right to exercise control) and did so directly and immediately (rather than indirectly) in a manner that was not limited and routine.

In contrast, under the Browning-Ferris test again in effect, the NLRB finds that two or more entities are joint employers of a single workforce if (1) they are both employers within the meaning of the common law;  and (2) they share or codetermine those matters governing the essential terms and conditions of employment. In evaluating whether an employer possesses sufficient control over employees to qualify as a joint employer, the Board will – among other factors — consider whether an employer has exercised control over terms and conditions of employment indirectly through an intermediary, or whether it has reserved the authority to do so.

As the Hy-Brand Board majority underscored, the breadth and vagueness of such a joint employer test threatens to ensnare a vast range of economic relationships, including:

  • insurance companies that require employers to take certain actions with their employees in order to comply with policy requirements for safety, security, health, etc.
  • franchisors
  • banks or other lenders whose financing terms may require certain performance measurements
  • any company that negotiates specific quality or product requirements
  • any company that grants access to its facilities for a contractor to perform services there, and then regulates the contractor’s access to the property for the duration of the contract
  • any company that is concerned about the quality of contracted services
  • consumers or small businesses who dictate times, manner, and some methods of performance of contractors

Accordingly, companies in or contemplating such relationships should account for this new development.  While it is widely expected that the Trump NLRB will eventually overrule Browning-Ferris, when that may occur is uncertain.

By: Robert A. Fisher & Skelly Harper

Seyfarth Synopsis: A 2016 decision of the National Labor Relations Board (“Board”) finding that the graduate students at Columbia University were employees under the National Labor Relations Act (“NLRA”) has been teed up for review by the Court of Appeals. In order to obtain appellate review of the Board’s decision, Columbia University has refused to bargain with the union certified to represent its graduate-student assistants.

In a landmark ruling, Columbia University, 364 NLRB No. 90 (2016), the Obama Board reversed prior precedent and held that graduate-student assistants at Columbia University were employees and therefore could vote on whether to form a union. After the Union prevailed at the election in December 2016, Columbia filed objections and requested a rerun election. In a decision issued in December 2017, the current Board rejected those objections and certified the Union as the exclusive bargaining representative of the graduate-student assistants. 365 NLRB No. 136.

Teeing up the issue of whether graduate-student assistants are employees under the NLRA, Columbia has now refused to bargain with the Union. There is no right to a direct appeal of Board decisions in representation cases, and the only way for the University to obtain review of the earlier election determination is by refusing to bargain with the Union. Presumably, the Union will file an unfair labor practice charge against Columbia that will then lead to an adverse Board decision against Columbia. At that point, the University would be able to ask a federal Court of Appeals to assess whether the Board correctly decided the employee issue in the first instance.

While it is not the Board’s practice to review representation cases in the context of a refusal to bargain, there is reason to believe that the current Board may revisit whether graduate-student assistants are employees under the NLRA. Both Columbia decisions included vigorous dissents by a Republican Board member. In addition, in a separate December 2017 decision in a case involving Harvard University, another Republican Board member noted his view that Board precedent on the employee-status of students warrants reconsideration. Indeed, the Board had previously gone back and forth on the issue. In Brown University, 342 NLRB 483 (2004), the Board held that graduate-student assistants were not employees. Just two years earlier, in New York University, 332 NLRB 1205 (2000), the Board had held that graduate-student assistants were employees under the NLRA.

Regardless of whether the Columbia University decision is revisited through the appeals process or by the Board itself, it is unlikely that the 2016 decision will be the last word on the issue. The final outcome will most certainly impact efforts by unions to organize graduate-student assistants and other students such as residence assistants. The final decision also may impact the cases in which certain college athletes, usually scholarship athletes, are claiming employee status for purposes of state and federal wage-hour laws.

  By: Kyllan B. Kershaw, Esq.

Seyfarth Synopsis: Union organizers are increasingly embracing the #MeToo movement as an organizing tool, claiming that unions are the key to eliminating gender inequity and sexual harassment in the workplace.

Employers across the country are examining their corporate culture and taking steps to avoid being the next sexual harassment headline in response to the #MeToo movement. While employers already have plenty of reason to eliminate sexual harassment in the workplace, the #MeToo movement has also created an uptick in unions claiming that joining their ranks is the key to preventing sexual harassment.

Female union organizers are openly embracing this strategy, publicly forecasting plans to collaborate with the Women’s March and use political action committees to promote unions aimed at protecting women. Given the current focus on sexual harassment, employers can also expect to see unions increasingly target companies with high-profile sexual-harassment or gender-discrimination claims, including employers facing collective actions.

Female union leaders are not only using #MeToo as an organizing tool but to call out organized labor on its own gender issues. For example, in a recent article entitled “What #MeToo Can Teach the Labor Movement,” union organizer Jane McAlevey bemoans the “sexist male leadership inside the labor movement” and calls on women to embrace the idea of a female-led labor movement focused on obtaining free childcare, schedule control, and family leave, including in areas such as education and healthcare where women employees comprise the majority.

Employers should expect that the #MeToo movement’s substantial momentum will spur increased organizing efforts aimed specifically at women and quite possibly result in a significant shakeup of union leadership or the formation of new female-focused unions. As such, female-driven union campaigns are likely on the rise, creating unique issues for employers and an increased need for well-trained female members of management who can persuasively assure female employees that a union is not necessary to stopping harassment, achieving pay equity, and otherwise improving the workplace for women.

Seyfarth lawyers have extensive experience devising strategies to avoid and respond to union campaigns targeted towards women, including those involving claims of sexual harassment or raising issues of gender equity. Please do not hesitate to reach out to any Seyfarth lawyer for more information.

 

By: Ashley Laken, Esq. & Brian Stolzenbach, Esq.

Seyfarth Synopsis: Although many employers may think they can let their guard down a little bit when it comes to the NLRB under the Trump Administration, history suggests otherwise. During the last Republican Administration, labor unions often decided to wage their battles outside the NLRB, using tactics like the “corporate campaign.” Although corporate campaigns have been around for a long time and continued even during the Obama Administration, union corporate campaign activity during the Bush Administration suggests that employers would be well advised to implement strategies aimed at reducing their vulnerability to such campaigns and effectively responding to such campaigns in the event they become a target.

When the NLRB shifts from Democrat control to Republican control, as it has under the Trump Administration, many employers rejoice, believing that a Republican-controlled NLRB will take a more employer-friendly approach. This is almost certainly true, but employers should keep in mind that appeals to NLRB intervention are not the only ways for unions to create incredible headaches for employers.

Background on Corporate Campaigns

A corporate campaign is an attack by a union on a company or an industry with the goal of putting so much pressure on the target that it will give in to the union’s demands. Such attacks are multi-pronged and often long-running. Indeed, unions have devoted millions of dollars and multiple years to individual corporate campaigns, and such campaigns have become more sophisticated and coordinated over the years. The typical union philosophy in launching such a campaign is to cost an employer so much time and money and cause it so much disruption that it ultimately gives in to what the union wants.

A corporate campaign’s most common objective is to facilitate union organizing, often by coercing an employer into accepting a card-check agreement along with neutrality commitments (in other words, to agree to recognize the union without a formal election and to stay silent on its views regarding the unionization of its workforce). Corporate campaigns are widely known as a means of organizing workers by disorganizing companies.

In launching a corporate campaign, a union identifies and then exploits a company’s perceived vulnerabilities. Common tactics unions employ in corporate campaigns include:

  • Filing a stream of unfair labor practice charges against the company
  • Encouraging investigations of potential OSHA, wage and hour, environmental, and/or antitrust violations by the company (see our recent management alert regarding antitrust enforcement against employers here)
  • Causing union-paid organizers to get jobs within the company (known as “salting”)
  • Placing print, digital, radio, and/or TV ads attacking the company, establishing anti-company websites, and distributing anti-company materials (including emails and social media messages) to customers, shareholders, and employees
  • Introducing shareholder resolutions aimed at reducing management’s independence
  • Challenging the zoning or permitting of new company facilities
  • Alleging or implying sexual misconduct by company executives or claiming that the company does not pay its employees fairly (the #metoo and #timesup movements are likely to add more fuel to any such fire)
  • Recruiting celebrities, politicians, clergy, and other community leaders to put pressure on the company

A variety of unions have launched a multitude of corporate campaigns over the years, and they often team up with each other and pool their resources against a single company. Collectively, unions employ hundreds of professional corporate campaigners, with job titles such as “online advocacy organizer” and “strategic communications specialist.” The typical position postings for such jobs list responsibilities that include developing campaign strategies and messages, conducting online research, and executing effective media plans. Given the growing presence of Millennials in the workforce, a group that (broadly speaking) considers itself both technologically savvy and socially conscious, unions are likely to have no shortage of candidates for such positions.       

What Employers Can Do

Companies of all sizes, in all locations, and in all industries are potentially vulnerable to corporate campaigns. Of course, the larger the company, the more attractive that company may be as a target, as more employees equals more potential revenue from union dues. In reality, however, almost no relatively large company is safe from such an attack.

Given the power of the internet and the ubiquity of social media platforms such as Facebook, Snapchat, Twitter, and Instagram, the speed with which unions can launch and carry out sophisticated and well-coordinated corporate campaigns is nothing short of astounding. Employers would be well-advised to proactively develop strategies aimed at reducing their vulnerability to such campaigns and quickly and effectively responding to such campaigns. Such strategies could include:

  • Conducting OSHA, wage and hour, and antitrust compliance audits
  • Engaging in positive employee relations training and messaging
  • Conducting up-to-date anti-harassment training
  • Evaluating pay equity within the company
  • Creating an effective internal and external communication system in relation to potential and actual union activity
  • Assembling a dedicated team of inside or outside counsel to respond to filings at the NLRB, such as unfair labor practice charges and representation petitions

Seyfarth lawyers have extensive experience devising and implementing strategies designed to avoid and effectively respond to corporate campaigns. Please don’t hesitate to contact your favorite Seyfarth attorney for more information.

 By: Bryan R. Bienias, Esq.

Seyfarth Synopsis: On Friday, December 1, 2017, newly appointed NLRB General Counsel Peter Robb issued a memorandum containing a broad overview of his initial agenda as General Counsel. It previews many anticipated developments during the Trump Administration. Our blog is exploring a different aspect of the memo each day during the first three weeks of December.  Click here, here, here, here, here, here, here, here, here, here, here, here & here to find prior posts.

While the weather outside may be frightful (for some), the agenda recently set forth by NLRB General Counsel Robb in GC 18-02 is sure to make some employers delightful this holiday season. In this installment, we will focus on the GC’s targeting of the Obama Board’s controversial decisions imposing the duty to bargain over discipline of newly unionized employees, as well as the GC’s preservation of longstanding Board doctrines governing employer campaign communications and withdrawing recognition of unpopular unions.

Out with the Old: The End of Alan Ritchey?

As we discussed here, the Board in Total Security Management, 364 NLRB No. 106 (Aug. 26, 2016) not only reaffirmed the Board’s employer-maligned Alan Ritchey decision, which required employers to bargain over discretionary discipline issued to newly organized employees prior to execution of a first contract, but also mandated prospective make-whole relief including reinstatement and back pay for future violations.

Total Security Management went even further and held that such make-whole relief would be subject to an employer’s “for cause” affirmative defense, placing the ultimate burden of persuasion on the employer to show at the compliance phase that (1) the employee engaged in misconduct; (2) the misconduct was the reason for the suspension or discharge; and (3) that the employee would have received the same discipline regardless of any disparate treatment or reasons for leniency shown by the charging party.

With GC 18-02’s listing of Total Security Management as one Board decision that “might support issuance of complaint, but where we also might want to provide the Board with an alternative analysis,” GC Robb sends a gift-wrapped message to employers that, much like 2017, Alan Ritchey’s and Total Security Management’s days may be numbered.  However, employers should continue treading carefully when considering discipline for newly unionized employees. While the Board’s reversal of these precedents are on the agenda, they remain the law of the land.

In with the . . . Old?: Preserving the Levitz Furniture and Tri-Cast Doctrines

GC Robb’s memo also expressly rescinds former General Counsel Peter Griffin’s GC 16-03, which implored the Board to overturn the framework set forth in Levitz Furniture, 333 NLRB 717, 717 (2001), which allows employers to unilaterally withdraw recognition from a union based on objective evidence that the union has lost majority support (i.e., employee signatures).  Griffin advocated for a new rule requiring a Board-sanctioned election before an employer could lawfully withdraw recognition.  With Robb’s rescinding of GC 16-03, employers can sleep somewhat easier in the year(s) ahead knowing that the Levitz framework will remain intact and that the option for employees to quickly rid themselves of an unpopular union will not be impeded through a long and costly election process.

In addition, GC 18-02 announces Robb’s abandonment of GC Griffin’s initiative to overturn the Board’s Tri-cast doctrine regarding the legality of employer statements to employees during organizing campaigns.  In Tri-Cast, 274 NLRB 377 (1985), the Board held that an employer could lawfully inform employees during a union campaign that they will not be able to discuss matters directly with management if they vote for the union and that such statements could not reasonably be characterized as retaliatory threats.

While the Obama Board had indicated its willingness to eventually overturn Tri-Cast, GC 18-02 effectively ensures that the current Board will maintain the status quo in the new year.

Should you have any questions about GC 18-02 or any labor relations issue, please contact the author, your Seyfarth attorney, or any member of the Labor & Employee Relations Team.

 

 By: Bradford L. Livingston, Esq.

In yet another significant decision overturning a controversial Obama-era ruling, the NLRB has reverted to its prior standards in determining what will be an appropriate bargaining unit for union organizing and bargaining. PCC Structurals, Inc., 365 NLRB No. 160 (December 15, 2017).  Just a day before his term on the Board ended leaving a vacancy and 2-2 split among its members, Chairman Miscimarra along with the two newest Board members appointed by President Trump — over the sharp dissent of the Board’s two Democratic members — reversed the so-called “micro bargaining unit” test set out in Specialty Healthcare & Rehabilitation Center of Mobile, 357 NLRB 934 (2011). It’s now a Big(ger) Ba(rgaini)ng Theory, or as Sheldon Cooper might say: Bazinga!

By way of background, bargaining units are the identifiable groups of employees that unions can organize, represent, and bargain for at an employer’s facility or facilities. While the National Labor Relations Act for the most part does not define the specific requirements for who can be included in or excluded from any individual unit, it instead looks at whether the group shares enough common working conditions or “an appropriate community of interests.”  Those interests can include an almost limitless number of factors, ranging from the employer’s organizational, management and supervisory structure to which parking lots, break rooms or time clocks certain groups of employees use.  Sometimes a union may represent all employees except managers and supervisors who work at a single location.  Other times, they may represent just a particular craft (e.g., electricians), type of worker (e.g., clerical), or alternatively employees who work at multiple of the employer’s locations.  Likewise, at any individual facility, an employer may be required to deal and negotiate separate labor agreements with (and face the possibility of a strike from) multiple different unions and bargaining units.

The composition of a bargaining unit is significant for both organizing and bargaining. Under the NLRA, it does not need to be the “most” appropriate unit, merely “an” appropriate unit.  When a union files an organizing petition with the NLRB, it has invariably self-selected the group of employees where the union feels it has the best chance of winning a representation election. Often, this may be a smaller group within any facility. Under Specialty Healthcare, the NLRB had ruled that so long as any group that a union selected was minimally appropriate, it would not entertain an employer’s objections unless it could establish that other employees shared “an overwhelming” community of interest with the group the union wanted to represent. As cases under Specialty Healthcare found, working conditions need to “overlap almost completely” so that there was “no legitimate basis” for excluding others from the group the union sought to represent.  In effect, a union could often select a small group of employees within a much larger group, succeed in organizing them, and then it or other unions could try later to organize either other individual groups or the rest of the employees.  Divide and conquer.  Employers were faced with a greater likelihood of negotiating and administering different labor agreements with multiple individual bargaining units at the same facility.

In PCC Structurals, the NLRB reverted to its historical way of assessing any group that a union may seek to represent, looking at both the commonalities and differences in the employment relationship that the group shares with other coworkers.  In that case, the union sought to represent roughly 100 of over 2500 employees working at three of the employer’s facilities in Oregon.  These 100 employees worked in different departments and had different supervisors, each of whom was responsible for supervising other employees that the union did not seek to represent. In rejecting the Specialty Healthcare test under which the smaller group was found appropriate, the Board emphasized that each case will need to be assessed individually and that a smaller unit will not necessarily be appropriate.  Bigger may be better. Bazinga!