DaimlerChrysler Canada Management in its infinite wisdom has deemed their new “Management’s Absenteeism Program” the solution to the attendance problem. Their dedication to this solution is illustrated by the assignment of salary manpower to coordinate and over see the program.
Management
is now enforcing this program and disciplining accordingly.
The
CAW (DaimlerChrysler
Division) is opposed
to this program.
The in-plant committee will grieve any and all contractual and/or past
practice violations.
Management’s
goals associated with this program are:
¨
Eliminate “no
show” absences (100% of employees to call-in prior to shift if they
will be late or absent).
¨
Reduce
absenteeism
The
discipline for absenteeism is as follows:
Ø
Incident
# 1: Counseling (handled by supervisor)
Ø
Incident
# 2: Verbal Warning (handled by supervisor)
Ø
Incident
# 3: Letter (handled by supervisor)
Ø
Incident
# 4: 2-day suspension (handled by supervisor with Labour Relations)
Ø
Incident
# 5: 5-day suspension
(handled by supervisor with Labour Relations)
Ø
Incident
# 6: 20-day suspension (handled by supervisor with Labour Relations)
Ø
Incident
# 7: Termination
Doctor’s
notes will be scrutinized. For the note to be acceptable the following
information is required:
ü
Acknowledgement
that; the employee is totally disabled or unfit and unable to work:
ü
Dates of
treatment
ü
From and to dates
of absence
ü
Return to work
date
ü
Restrictions (if
applicable)
ü
Doctor’s
letterhead (name & phone number)
Employees
are expected to call the “Absence Hotline” (1-866-515-5541).
The employee must personally speak with the “call centre”. The
Company deems that notification through the Union Office is not
acceptable. Management
misrepresented the efficiency of the call centre. The
company’s presentation to the Union claimed 400 Tiger/Tel employees
would be available to answer the calls. The honest information is that
out of the 400 employees at Tiger/Tel, one employee is midnights and two
employees on days are assigned to process DaimlerChrysler calls. This
inefficiency results in DaimlerChrysler employees being placed on hold.
The person who eventually answers the call will gather information
including but not limited to:
·
Employee’s name
and Master Number
·
Reason for
absence or lateness
·
Contact number
during absence
·
Expected length
of absence
Tiger/Tel
will provide a confirmation number to the caller. They will then
distribute applicable information to supervisor, employment, benefits
and medical.
The
discipline for failing to call-in is as follows:
Ø
Incident
# 1: Letter (handled by supervisor)
Ø
Incident
# 2: 1-day suspension (handled by supervisor with Labour Relations)
Ø
Incident
# 3: 5-day suspension
(handled by supervisor with Labour Relations)
Ø
Incident
# 4: 20-day suspension (handled by supervisor with Labour Relations)
Ø
Incident
# 5: Termination
The
direction is to discipline
for every incident:
Ø
Each
unsubstantiated absence or
lateness is considered an incident
Ø
Each failure to
call in will now be considered an incident
Ø
Each day of an
unsubstantiated absence and/or no call in is considered a separate
incident
Ø
No freebies!
(less supervisory discretion)
As
part of their “attendance profiling” initiative, management is
compiling a list (quarterly) of the “Top 200 Employees” (most days
absent and coded RU or RE). Management’s position is that”
discipline affecting one of the Top 200 Employees is non- negotiable”.
Management
is now enforcing this program and disciplining accordingly.