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i <br /> Investigate <br /> Once you understand the employee's point of view, the first step is to check the labor contract. The grievance <br /> process in the contract gives a specific defimition of a grievance and time limits that must be followed in responding. <br /> Be sure that the complaint fits the definition of a grievance anti make sure you comply with the time limits. <br /> When an employee claims a violation of a particular policy or regulation, examine those provisions and any other <br /> provisions which you believe are related to the issue at hand. If the provisions are unclear or are inconsistent, get an <br /> j interpretation from higher management. Check HRRS policies, employee handbook, department policies and <br /> practices and the labor contract itself. <br /> If the physical location or condition of the work place has anything to do with the grievance, make sure you <br /> personally visit the work area so you can see for yourself what the conditions aze. <br /> If the grievance involves disciplinary action, re-examine the employee conduct anti appropriateness of the discipline. <br /> Secure any reconis that bear on the case and review them carefully. <br /> <br /> !I Contact the Employee Relations Manager concerning prior grievances that might relate to the issue. Often similaz <br /> situations have arisen in other departments anti their resolutions may provide helpful guidance. <br /> Prepare your Decision <br /> The settlement of a grievance must be based on objective data. Be sure to record all the results of your investigation. <br /> Make a firll record of the Cit~nosition ar~rments witnesses evidence and participants in the discussions Shaze this <br /> information with our su rvisor and t e <br /> h Em to ee Relatio <br /> Y l~ p y ns Manager. <br /> Implement your Decision <br /> If the grievance brings out that you have violated a policy or regulation, admit that you aze wrong and provide the <br /> correct remedy to the situation. Admitting your mistakes will improve your credibility with employees. It is easier to <br /> admit mistakes and correct them yourself than to have them corrected by higher management. If a mistake has been <br /> made anti corrective action should be taken e <br /> mak sure ou advise t e e <br /> h mloee <br /> y of the corrective action ou intend to <br /> P Y <br /> take. Y <br /> If you must deny the grievance, do not give a long written answer. At the informal level, you may deny a grievance <br /> orally; at the formal level, a written response is required. If a policy or regulation gives a cleaz answer to the <br /> grievance, quote it. Also state the common sense of the situation. It is important that the employee understand your <br /> viewpoint, but state it succinctly. A denial conclusion should state, "There is no violation of policy or regulation and <br /> therefore, the grievance is denied. " <br /> If you aze sustaining a grievance in firll or in part, point out the specific provisions which allow you to grant the <br /> remedy. This helps limit the remedy to the grievance at hand. <br /> . Supervisor's Guide January, 1996 <br /> Employee Relations Page 18 <br /> <br />