My previous posts have emphasized how you can defuse the potential impact of E.F.C.A. at your company by implementing the T.E.A.M. model. Don’t be confused by the cutesy acronym, that this approach is akin to joining hands around the campfire and singing Kumbaya. Far from it, T.E.A.M. provides a guide to enroll and engage your employees in the business of the business. Nothing exemplifies this point stronger than the “M” which stands for “measure and manage.”
Few things demotivate hard working and committed employees as much as poor performing co-workers. You simply can not tolerate to keep these people on your payroll. Implement a rigorous performance management system that holds employees accountable to produce measurable results. This ensures alignment to the key outcomes of the business and provides another opportunity to talk about the business. One of the problematic downsides in union workplaces, is that poor performers are tolerated as seniority, not performance, is sacrosanct.
Above all else, do not tolerate weak first level supervisors. Too many companies ignore the critical role that leadership plays in first level supervision, opting instead to put “technicians” into the role. Supervisors with poor people skills provide ready ammunition for union organizers. If you have “Godzilla” supervisors in your organization, either skill them up or move them out-quickly. Remember with the proposed provisions of E.F.C.A., one incident could lead to the card signing campaign that ultimately lands you a new “partner” in your business.
In summary, EFCA may or may not become the law of the land. But in either event, the application of a sound employee engagement process, such as is represented by the T.E.A.M. model, will enable your company to not only blunt the effects of the legislation, but also perform at a higher level of capability and produce break through results.