ll 2010

Spring–Fa

L A B O R R E L AT I O N S P R O G R A M

The nation’s resource choice

for labor relations:
• Collective Bargaining
• Contract Administration
• Customized On-site Training
• Technical Assistance

www.ilr.cornell.edu/mgmtprog/lr/new
www.ilr.cornell.edu/mgmtprog/LR
Cornell’s Labor Relations Program –
Forging 21st Century Skills for the
Contemporary Workplace
Do you have the practical tools to intercede in your
organization?
Can you engage in healthy collaboration that achieves
beneficial outcomes?
Cornell’s Labor Relations Open Enrollment Program
• Provides the most valued information and assistance in the field.
• Share perspectives, experiences, and expertise with participants from
throughout the United States and the world.
• Collective Bargaining Studies program offers an unmatched source of
information, strategy, and skill-building for individuals heading to the
bargaining table.
• Contract Administration Studies program is a comprehensive course of
study focusing on life under an existing collective bargaining agreement.

Customized Training Programs For Your Sector,

Industry and Organization
Cornell’s Customized Training Programs are presented through the lens of a
particular sector, industry, or your organization and are offered throughout
the United States and internationally. ILR has designed and delivered
customized training programs for manufacturing, health care, and hospitality
industries, as well as the public education and federal sectors.

ILR is the On-Site Resource of Choice for:

• Certificates in Collective Bargaining and Contract Administration
• National and international training capability, including train-the-trainer
programs
• Facilitation assistance for bargaining teams readying for negotiations

For program questions contact:

Jasminy Joe at 212-340-2874 or jd51@cornell.edu

Training Locations
 New York City: 16 East 34th Street, 6th Floor
 Ithaca, NY: ILR Conference Center, Garden Avenue
 Labor
Relations
Program
Sample Customized Programs. . . . . . . . . . . . . . . . . . . . . 2
Blended Learning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
On-site Training Programs . . . . . . . . . . . . . . . . . . . . . . . . 3
Table of Contents

Collective Bargaining Immersion Program. . . . . . . . . . . 3

Contract Administration Immersion Program . . . . . . . . 3
Labor Relations for Managers. . . . . . . . . . . . . . . . . . . . . 3

Certificates
Contract Administration Studies . . . . . . . . . . . . . . . . . . . 4
Collective Bargaining Studies . . . . . . . . . . . . . . . . . . . . . . 4

Workshops
Contract Language . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Dynamics of Labor Negotiations . . . . . . . . . . . . . . . . . . 10
Effective Collective Bargaining Skills and Strategies . . . . . 7
Effective Discipline for a Unionized Environment . . . . . . 11
Effective Grievance Handling . . . . . . . . . . . . . . . . . . . . . 12
Increasing Effectiveness in Arbitration . . . . . . . . . . . . . . 14
Interest-Based Bargaining. . . . . . . . . . . . . . . . . . . . . . . . . 9
Investigation Tools and Techniques. . . . . . . . . . . . . . . . . 13
Labor-Management Strategies for
Organizational Change . . . . . . . . . . . . . . . . . . . . . . . 15
Labor Relations for Managers . . . . . . . . . . . . . . . . . . . . 16
Labor Relations Law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Preparation for Collective Bargaining . . . . . . . . . . . . . . . . 6

Registration Form . . . . . . . . . . . . . . . . . . . . . . Inside Back

Registration Information . . . . . . . . . . . . . . . . Back Cover

Cornell ILR has been designated as a

Human Resources Certification Institute (HRCI)
approved provider. For more information about
recertification credits toward your PHR or SPHR,
please visit www.hrci.org or our website.

This symbol throughout the catalog indicates approved workshops.

 Sample Customized
Programs

Union-management partnerships are a crucial and effective vehicle

for workplaces. With labor relations taking center stage at automobile
manufacturers, hospitals and retailers, among others, this issue remains as
timely as ever. ILR serves as a partner and consultant to a diverse client base,
helping develop and adapt collective bargaining and contract administration
strategies and practices, and advising on labor management interactions.
The work is highly specialized and many engagements are designed to meet
| Services

the specific needs of an organization. For example:

• Developed a comprehensive educational partnership with an international
air carrier that taught collective bargaining skills to more than 100
Labor Relations

employees and managers.

• Conceived and executed a six-year labor-relations training initiative for
public education executives in New York state, focusing on contract
administration and collective bargaining.
• Designed and implemented train-the-trainer programs for major hospitality
and oil industry organizations, resulting in comprehensive, readily
transferable skills training for thousands of supervisors and managers.
• Led a three-year educational initiative with a multinational oil corporation,
providing a comprehensive education and consulting program focused
on helping HR professionals master core labor-relations.

Cornell Blended Learning. Onsite Opportunities.

The Ultimate Resource for Developing Your People.
Blended learning for individuals and organizations combines professional
development options in a powerful and cost-effective way. Blended learning
is a continuous process that combines multiple levels and methods of
professional development initiatives. It allows you to balance training costs
and program development time and to optimize your business results. Let
Cornell become your organization’s comprehensive resource for people
development by blending the best of proven adult-learning methods,
including:
• Standard or customized on-site programs delivered at your location
• Open-enrollment workshops held at Cornell’s training and education
centers
• Distance learning, synchronous and asynchronous options, including
partnership with eCornell – Cornell’s elearning arm
• In-person or webinar presentations, transfer of learning action plans,
coaching, and other methods of applied skills-based training

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Labor Relations
On-site Training for Your Organization

On-Site Training
Cornell ILR is nationally known for its customization of on-site labor relations
training. We have partnered with clients in virtually every industry and sector
to develop and deliver customized labor relations training for their employees.

Collective Bargaining Immersion Program

Available exclusively as an on-site offering, this intensive three-day workshop

Labor Relations
is designed to ready your organization’s bargaining team for upcoming
negotiations. Incorporating select components of “Preparation for Collective
Bargaining” (p. 6), “Effective Collective Bargaining” (p. 7), and “Dynamics of
Labor Negotiations” (p. 10), this workshop can be further customized to
address anticipated challenges at the bargaining table.

Contract Administration Immersion Program

| Services
Available exclusively as an on-site delivery option, this three-day, intensive
program is designed for operational managers and human resource
professionals who need an in-depth “immersion” in labor relations. The
workshop is ideal for organizations that have recently become unionized,
have acquired a unionized facility, or are interested in succession planning in
the labor relations competency area. Topics covered include:
• An overview of the National Labor Relations Act
• Operating within the requirements of a collective bargaining
agreement, including contract interpretation principles
• Recognizing and implementing the “just cause” standard of discipline,
including Weingarten, communication, and documentation
• Strategic grievance handling to ensure management is gaining
maximum benefit from the process, including do’s and don’ts
of grievance processing and drafting grievance responses

Labor Relations for Managers

Available as an on-site offering, this highly customized workshop targets the
specific needs of managers working in a unionized environment, providing
a practical overview of labor relations essentials (see p. 16).

Let Cornell learn about your organization’s training and

development needs and how we can help. Please contact
Jasminy Joe at 212-340-2874 or jd51@cornell.edu.

Call for Information 212-340-2874 | 3

 Certificate Programs

Contract Administration Studies

Managing staff and operations within the confines of a collective bargaining
agreement requires a full understanding of contract terms, legal principles,
and grievance procedures. At least six workshops (four core and two
electives) totaling 60 units are required to earn this certificate.
Core Curriculum Page Units
Labor Relations Law* 5 12
Contract Language: Working Within It,
| Certificate Programs

Making It Work for You* 8 6

Effective Discipline for a Unionized Environment 11 12
Increasing Effectiveness in Arbitration 14 18
Electives (see below) 12
Total 60
Electives (Participants must take 12 units) Page Units
Effective Grievance Handling: From Step One to Arbitration 12 6
Labor Relations

Investigation Tools and Techniques 13 6

Labor-Management Strategies for Organizational Change** 15 6

Collective Bargaining Studies

This certificate provides a comprehensive overview of the collective
bargaining process from pre-bargaining preparation to final sign-off. You
will need to complete at least six workshops (four core and two to three
electives) totaling 60 units.
Core Curriculum Page Units
Labor Relations Law* 5 12
Preparation for Collective Bargaining 6 12
Contract Language: Working Within It,
Making It Work for You* 8 6
Effective Collective Bargaining 7 12
Electives (see below) 18
Total 60
Electives (Participants must take a minimum of 18 units) Page Units
Interest-Based Bargaining 9 12
Dynamics of Labor Negotiations 10 6
Labor-Management Strategies for Organizational Change** 15 6

* “Labor Relations Law” and “Contract Language” can be applied to both Labor Relations certificates.
** “Labor-Management Strategies for Organizational Change” may be applied to one certificate only.

Units
6 units are the equivalent of one day of training; 12 units are the equivalent of two days of
training; 18 units are the equivalent of three days of training.
For specific questions about program content, contact Jasminy Joe at 212-340-2874 or e-mail
jd51@cornell.edu.

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$1495 | Course LR105

Labor Relations Law

January 25-26, 2010 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30
May 6-7, 2010 . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30
September 27-28, 2010 . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30
December 15-16, 2010 . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

Whether you are involved in the collective bargaining process, the

administration of a contract, or a representation election, it is necessary to
understand the National Labor Relations Act (NLRA) and its practical impact
on your workplace. This workshop covers:
• The basic concepts of the NLRA
• Negotiation obligations and parameters

Labor Relations
• An overview of the representation election process
• A legal framework for developing practical and effective solutions
for handling labor problems

K e y To p i c s
• Legal rights and limitations for companies and unions
– Identifying and avoiding “unfair labor practices”

| Workshops
– The legality of employee participation and self-directed work teams
– Employee activities that are protected by law
• The “duty to bargain”
– An employer’s bargaining obligations
– Parameters for communicating with employees
– The obligation to provide information
Best Seller!
• Representation cases Register early
to ensure
– The election process and how it works your place.
– Establishing the appropriate bargaining unit
– The employer’s rights and obligations during a union
organizing campaign
– The legal and practical issues during union elections
• Latest developments under the NLRA
• Labor law implications of sales, acquisitions, and mergers

Who Will Benefit

Labor relations, human resource, and operations professionals as well as
attorneys who need a detailed overview of the National Labor Relations Act

Call for Information 212-340-2874 | 5

 $1495 | Course LR201

Preparation for Collective Bargaining

March 1-2, 2010 . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30
May 10-11, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30
October 18-19, 2010 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

Strategic preparation is critical to successful collective bargaining. This

workshop focuses on determining the needs and interests of management
and the bargaining unit and aligning collective bargaining objectives with
overall business objectives. You will cover:
• Establishing management objectives and bargaining positions
• Setting management’s collective bargaining priorities
• Computation of costs related to bargaining proposals and contract terms
| Workshops

• Formulation of bargaining strategies on difficult economic and

operational issues

K e y To p i c s
Labor Relations

• Assessment and preparatory research

– Identifying internal and external factors that influence negotiations
– Review of grievance and arbitration logs
– Obtaining input from supervisors and managers
– Analysis and assembly of negotiation information
– Bargaining unit demographics
– Wage rates, benefits, and current cost data
– Area surveys of wages and benefits
– Surveys of settlements and industrial patterns
• Determining management objectives and bargaining positions
– Determining collective bargaining priorities
– Setting operational and economic objectives
• Anticipating union demands and formulating management’s responses
• Costing of economic items in the current contract and projected
collective bargaining agreements
– Determining the cost of the current agreement before negotiations
– How to determine the actual cost of percentage and dollar increases
– Costing out additional days of paid time off
– Cost considerations in a multiyear agreement
• Identifying strike and settlement issues

S p e c i a l F e a t u re s
Case study analysis of complex economic and operational issues, group
presentations to a “management team” composed of experienced corporate
negotiators and strategists, and a panel discussion on current collective
bargaining trends, issues, and solutions.

Who Will Benefit

Labor relations, human resource, operations, and finance professionals who
support or have responsibility for collective bargaining

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$1695 | Course LR203

Effective Collective Bargaining Skills

and Strategies
March 3-4, 2010 . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30
May 12-13, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30
October 20-21, 2010 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

The effective negotiation of a collective bargaining agreement requires a

thorough understanding of the negotiation process. This knowledge will
enable you to develop and implement negotiation strategies necessary to
achieve your objectives. This workshop covers:
• Bargaining plans, strategies, and tactics

Labor Relations
• Preparing for face-to-face negotiation sessions
• Handling negotiations at the bargaining table
• How to obtain an agreement

K e y To p i c s
• Developing bargaining plans, strategies, and proposals
• Steps to establishing an overall negotiation strategy

| Workshops
• Systems for managing the bargaining committee
• Techniques for developing offers
• Methods for resolving union proposals
• Maximizing effectiveness at the bargaining table
• Strategically presenting offers throughout bargaining
• What to do during 11th-hour negotiations
• How to settle the sticky issues and reach agreement
• A checklist for communications during negotiations
• Preparing a memorandum of agreement
• How to develop a strike contingency plan
• Determining whether to use a mediator

S p e c i a l F e a t u re s
A full-day collective bargaining simulation in which participants negotiate in
a small group setting against experienced labor relations professionals with
ample opportunity for ongoing, real-time feedback and discussion

Who Will Benefit

Labor relations, human resource, operations, and finance professionals who
represent or support management in collective bargaining

Prerequisite: “Preparation for Collective Bargaining” (page 6) or equivalent

experience

Call for Information 212-340-2874 | 7

 $795 | Course LR205

Contract Language: Working Within It,

Making It Work for You
February 1, 2010 . . . . . . . . . . . . . . . . New York City
March 5, 2010 . . . . . . . . . . . . . . . . . New York City
April 9, 2010 . . . . . . . . . . . . . . . . . . . New York City
October 25, 2010 . . . . . . . . . . . . . . . New York City
December 13, 2010 . . . . . . . . . . . . . New York City
. . . . . . . . . . . . . . 9:00 to 4:30
. . . . . . . . . . . . . . 9:00 to 4:30
. . . . . . . . . . . . . . 9:00 to 4:30
. . . . . . . . . . . . . . 9:00 to 4:30
. . . . . . . . . . . . . . 9:00 to 4:30

A collective bargaining agreement is a living document referred to by the

parties involved on a daily basis. Whether they are administering contract
language or proposing language at the bargaining table, this workshop is
designed to provide labor relations practitioners with a solid, practical
| Workshops

understanding of what contract language means and how it will likely be

interpreted by an arbitrator in the event of a contract language dispute. This
one-day workshop covers:
• A methodology for analyzing contract language disputes
Labor Relations

• Standards used by arbitrators in contract interpretation cases

• Key contract clauses in collective bargaining agreements

K e y To p i c s
• Principles of contract interpretation
– Determining how language is construed
– Arbitrators’ views on contract language
• The role and impact of past practice
– Standards for defining/proving a binding past practice
– The impact of past practice on the meaning of contract language
– Termination of a past practice
• Preserving management’s rights
– Understanding the source of management’s rights
– How management’s rights can be affected by contract language
or past practices
– How arbitrators view the doctrine of reserved rights
• Drafting contract language
– How to write contract language that means what you intended
– Common drafting mistakes

S p e c i a l F e a t u re s
Case study practice in contract interpretation and drafting, and the opportunity
to hear an arbitrator’s view

Who Will Benefit

Labor relations/human resource professionals involved in the administration
or negotiation of collective bargaining agreements

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$1195 | Course LR304

Interest-Based Bargaining
May 4-5, 2010 . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30
December 9-10, 2010 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

Interest-based bargaining frames negotiation as joint problem solving to

resolve each party’s underlying issues, needs, and concerns. The process
works by encouraging the parties to focus on interests, not positions, and
to use communication and innovative thinking to identify superior solutions.
This two-day workshop is designed to convey both the theory and practice
of a systematic approach to bargaining by exploring how to:
• Achieve better technical solutions

Labor Relations
• Increase the likelihood of compliance
• Improve the working relationships between the parties

K e y To p i c s
• How to gauge your own negotiating style
• How power, rights, and interests can affect negotiation outcomes
• How to focus on interests rather than positions
• Improving the relationship of the bargaining parties

| Workshops
• Characteristics of successful negotiators
• Understanding the concept of the “best alternative to a negotiated
agreement”
• The importance of separating people from the problem
• Generating various solutions before deciding what to do
• How to deal differently with your constituents
• What to do when the other side plays hardball

S p e c i a l F e a t u re s
Realistic simulation exercises for hands-on learning

Who Will Benefit

Labor relations, human resource, and line managers and attorneys who
represent management at negotiations or who assist in bargaining
preparation

“ I want to commend you on the quality programs you provide to the

HR community. I am pursuing the certificate program for Collective
Bargaining and am impressed with the content of the workshops, as well as
the knowledge and professionalism of the instructors. You are all tops!
—Susan Parisen, PHR
”
Director, Human Resources
Survivor Technologies, Inc.

Call for Information 212-340-2874 | 9

 $795 | Course LR302

Dynamics of Labor Negotiations

May 14, 2010 . . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

Success in negotiations turns on more than the exchange of offers at the

bargaining table. Understanding interpersonal dynamics and behaviors of
the individuals involved is a key component of successful negotiations. This
workshop is designed to increase your awareness and practical skills in:
• Understanding your own reactions during bargaining and identifying
opportunities for contributing to the process, no matter what your role
• How to conduct yourself during the bargaining process
• Understanding and responding to personal tactics and behaviors by the
| Workshops

other side
• Having an overall strategy for managing the dynamics of bargaining
• Functioning as a unified bargaining team
Labor Relations

K e y To p i c s
• Analyzing the personality roles of different members of the union
bargaining team
• Knowing your own hot buttons and automatic responses
• How to listen as a member of the bargaining team
• How to use and respond to aggressive, passive, and assertive behavior
• Managing interpersonal conflicts during negotiations
• The importance of pace in successful bargaining
• Better understanding the actions and reactions that take place between
individuals during the bargaining process
• Identifying sources of stress
• Strategies for responding to stress and controlling the bargaining

Who Will Benefit

Labor relations/human resource managers and professionals; new and former
members of negotiating teams including note-takers, team members, and
spokespersons

Workshop instructors include Cornell faculty and some of

the most qualified labor relations practitioners and neutrals
in the country. They bring substantive knowledge and
real-world experiences into the classroom. You benefit
from extensive case study analysis and simulations.

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$1395 | Course LR101

Effective Discipline: Best Practices

for a Unionized Environment
January 27-28, 2010 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30
April 6-7, 2010 . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30
September 29-30, 2010 . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

Your disciplinary decisions are subject to rigorous scrutiny. As a result, anyone

involved in formulating or implementing disciplinary decisions must have
command of the principles of progressive discipline as well as a solid
understanding of the best practices for administering discipline. At this
workshop, experienced arbitrators and labor relations professionals will

Labor Relations
provide you with practical knowledge and insight about the discipline
process. You will learn how to:
• Analyze discipline problems
• Conduct disciplinary interviews
• Prepare a disciplinary memorandum
• Respond effectively and appropriately to disciplinary problems
• Define and determine just cause

| Workshops
K e y To p i c s
• What is progressive discipline? Stay an extra
day to attend
• Key points in handling disciplinary interviews “Investigation
Tools and
• An employee’s right to union representation Techniques”
(p. 13)
• Guidelines for preparing warning notices
• Identifying and establishing a “past practice”
• How past practices affect the disciplinary process
• Criteria used by arbitrators in deciding discipline cases
• Guidance for handling excessive absenteeism and alcohol
and drug abuse cases
• When an employer can discipline for off-duty or off-premises
misconduct

Who Will Benefit

Labor relations, human resource, and operations supervisors and managers
involved in the administration of discipline

If you have specific questions about any of our workshops,

please contact Jasminy Joe at 212-340-2874 or jd51@cornell.edu.

Call for Information 212-340-2874 | 11

 $795 | Course LR106

Effective Grievance Handling:

From Step One to Arbitration
February 2, 2010 . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30
October 26, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

Through this workshop, labor relations practitioners will develop the

knowledge, skills, and confidence necessary to promote productive, efficient,
and successful handling of grievances, ensuring that management is gaining
maximum benefit from the process. The workshop will cover:
• The do’s and don’ts of grievance processing
• Evaluating a grievance in the context of the “big picture”
| Workshops

• Use of conflict resolution tools and influence strategies to achieve

management’s overall objectives

K e y To p i c s
• The grievance procedure
Labor Relations

– Utilizing steps in the grievance procedure

– Managing and adhering to deadlines
– The impact of noncompliance with grievance procedures
– Enforcing compliance with deadlines and processes
• Grievance processing
– Documentation best practices
– Drafting grievance responses
– Conducting the grievance meeting to secure maximum benefit
for management
• Strategic grievance handling
– Assessing the strengths and weaknesses of your case
– Assessing the strengths & weaknesses of the union’s case
– Identifying the union’s motivation for pursuing a grievance
– Evaluating the grievance in the context of the “big picture”
– Operational ramifications and financial implications
– Possible perceptions of management, the union, and rank-and-file
• Grievance settlement
– Generating and evaluating your settlement options
– Negotiating grievance settlements
– Reducing negotiation settlements to writing
– Making the decision to arbitrate

S p e c i a l F e a t u re s
Intensive case study analysis of complex contractual and discipline issues,
with ample opportunity to practice techniques and skills
Prerequisites: “Contract Language” (page 8) or equivalent experience

Who Will Benefit

Labor relations, human resource, and operations professionals responsible for
contract administration and grievance handling

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$795 | Course LR102

Investigation Tools and Techniques:

Developing Facts and Evidence
January 29, 2010. . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30
April 8, 2010 . . . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30
October 1, 2010 . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

A full and fair investigation of alleged misconduct is a critical component of

due process. This interactive workshop provides valuable information on
how to conduct an investigation of major workplace offenses that may result
in immediate termination and that are the likely subject of arbitration. This
workshop will cover:

Labor Relations
• Analysis and investigation of major disciplinary offenses
• Practical techniques for conducting investigatory interviews
• How an arbitrator scrutinizes your investigation

K e y To p i c s
• Analyzing the standards and evidence used in arbitrations involving
major misconduct offenses, including scrutiny of the employer’s

| Workshops
investigation
• Key steps for conducting a thorough investigation
• Techniques for authenticating evidence
• Conducting interviews of management and rank-and-file employees
• The effect of a concurrent criminal proceeding on your investigation
• How other legal concerns, including workplace privacy laws, affect the
investigation
• Case study practice

Who Will Benefit

Labor relations, human resource, and operations professionals who
investigate complex or serious matters in a unionized enviroment

Prerequisite: “Effective Discipline” (page 11) or equivalent knowledge

“ Cornell is well respected in the field of labor relations. Earning a Cornell

certificate in Collective Bargaining adds credibility to my position, and
contributes to my knowledge and expertise in the field. A person can trust
the quality and caliber of the program.
” —Charles E. Smith
HR Consultant
The Clorox Company

Call for Information 212-340-2874 | 13

 $1695 | Course LR104

Increasing Effectiveness in Arbitration

February 3-5, 2010 . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30
May 3-5, 2010 . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30
October 27-29, 2010 . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

Contractual or disciplinary disputes that cannot be resolved by the parties are

ultimately tried and resolved in arbitration. Instructed by experienced
arbitrators and advocates, this workshop is designed for those who need to
develop a strategy for preparing or presenting evidence in a labor arbitration
case.

K e y To p i c s
| Workshops

• How to select an arbitrator

• Assessing the strengths and weaknesses of your case
• Evidence and testimony necessary to win an arbitration
Labor Relations

• How to frame an issue for arbitration

• Techniques for presenting an opening statement
• Guidelines for developing the theory of your case
• Approaches to identifying and preparing witnesses
• Key points in preparing an opening statement
• Understanding important evidentiary concepts
• Approaches to evidentiary problems
• Oral closing arguments and written briefs

S p e c i a l F e a t u re s
A mock arbitration exercise before an experienced arbitrator

Who Will Benefit

Labor relations, human resource, and operations professionals as well as
attorneys who present or prepare cases for arbitration

Prerequisites: “Effective Discipline” (page 11) and “Contract Language” (page 8)

or equivalent knowledge.

“ Attending these workshops provided a valuable insight and hands-on

experience into the mechanics of labor negotiations. I feel much better
prepared to be at the negotiations table.
” —Adam Nightingale
Director, Human Resources
Olean and Wellsville Operations, Dresser-Rand Company

14 | R e g i s t e r a t w w w. i l r. c o r n e l l . e d u / m g m t p r o g / l r / n e w
$695 | Course LR306

Labor-Management Strategies
for Organizational Change
April 9, 2010 . . . . . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30
October 22, 2010 . . . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

Union-management partnerships can be an important and effective vehicle

for designing and implementing improvements in the workplace and for
building relationships with suppliers, customers, and the community. This
workshop will help you to assess the potential benefits of labor-management
collaboration to your own organization and will provide you with a set of
practical tools and processes that you can apply in your work environment.

Labor Relations
You will also learn:
• A process of initiating or improving your own partnership efforts
• How to get started in the process
• Contemporary review of successful outcomes achieved through
collaboration in a variety of industries

K e y To p i c s

| Workshops
• The basics
– Why partner?
– How the labor-management relationship fits into organizational
change and survival
– What do basic labor-management partnership activities look like?
• Partnership possibilities
– Vehicle/equipment purchases
– Work redesign
– Supplier–customer relationships
– Health and safety committees
– Training and apprenticeship programs
– School-to-work programs
– Labor relations systems
• Getting started
– Laying the foundation for an effective labor-management relationship
– Planning for the future
– Designing appropriate strategies for labor-management collaboration
• Improving labor-management effectiveness
– What makes partnerships work?
– Why do partnerships fail?
– Assessing your own efforts

Who Will Benefit

Labor relations, human resource, and operations professionals who interact
with the union on a regular basis

Call for Information 212-340-2874 | 15

 $1195 | Course LR309

Labor Relations for Managers:

Managing Effectively in a Unionized
Environment
April 22-23, 2010 . . . . . . . . . . . . . . . Albany . . . . . . . . . . . . . . . . . . . . 9:00 to 4:30
November 3-4, 2010 . . . . . . . . . . . . . New York City . . . . . . . . . . . . . . 9:00 to 4:30

Managers in a unionized workplace are challenged to manage effectively

within legal and contractual parameters. This workshop addresses the
specific needs of managers working in a unionized environment, giving them
a solid understanding of labor relations. Case studies and interactive real-
world training exercises provide the opportunity to put your newly acquired
| Workshops

skills to work, assuring the transition from the classroom to the workplace.

K e y To p i c s
• Practices, laws and policies in labor relations management
Labor Relations

• The relationship between the law and the collective bargaining

agreement
• Understanding and managing the collective bargaining agreement
• The scope and breadth of management rights
• The meaning and application of “past practices”
• The components of “just cause” including due process and the right
for union representation
• Do’s and don’ts of counseling employees
• Fact-finding and investigation
• Progressive discipline
• Grievance handling and resolution

Who Will Benefit

Managers working or preparing to work in a unionized environment

One of our most in-demand

on-site offerings!
• Customized content relevant
to your Industry
• Faculty with both public and private
sector Labor Relations expertise
• Train-the-Trainer versions of this
workshop also available
To schedule an On-site program,
or for questions, contact Jasminy Joe
at 212-340-2874 or jd51@cornell.edu

16 | R e g i s t e r a t w w w. i l r. c o r n e l l . e d u / m g m t p r o g / l r / n e w
 Mail to:
ILR Customer Service Center

Registration Form Cornell University, ILR School, Ives Hall

Ithaca, NY 14853-3901
Fax to: 607-255-9826
Participant Information (Please copy to register additional people.)

Name ___________________________________________________________________
Title_____________________________________________________________________
Organization _____________________________________________________________
Address (Office)___________________________________________________________
City ___________________________________ State _________ Zip _______________
Phone (_______) ________________________ Fax (_______) _____________________
E-mail ___________________________________________________________________
Address (Home)___________________________________________________________

Labor Relations
City ___________________________________ State _________ Zip _______________
Student I.D. No. ___ ___ ___ – ___ ___ – ___ ___ ___ ___
(Please enter your Social Security number if you wish to obtain CEUs)

❏ Check here to receive a 15% discount off the registration fee for government
and not-for-profit organizations
❏ Check here if you have previously attended a workshop

Wo r k s h o p S e l e c t i o n

| Registration Form
Course # Course Title Date Location Price
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
L K S 1 A B C D E F G H Total Price $ ____________

Payment Method

Late cancellations/transfers incur a 25% charge. No-shows and cancellations not in

writing incur a 100% charge. Cancellations and transfers must be in writing and arrive
at Cornell 5 business days before the workshop date to avoid a charge.

Signature of Registrant__________________________________________________
Please check one of the below payment methods:
❏ CHECK ENCLOSED, payable to Cornell University ILR, for $ ___________________
LETTER OF CREDIT: ❏ Attached
PURCHASE ORDER: ❏ Attached
CREDIT CARD: ❏ AMEX ❏ Discover ❏ MasterCard ❏ Visa
TYPE OF CREDIT CARD: ❏ Personal ❏ Corporate
Card # ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___
3-Digit Code (back of card) ___ ___ ___ 4-Digit Code (AMEX only) ___ ___ ___ ___
Name as on Card ___________________________________________ Exp. Date ___
Signature __________________________________________________ Amount $ __
PAYMENT OF BILL IS AUTHORIZED BY:
Payment or payment guarantee (such as a Purchase Order) is expected at the time of
registration. If a PO or other guarantee of payment will be submitted from your organization,
your manager must sign the registration form taking responsibility of payment. You may pay
by credit card or check. Please make checks payable to CORNELL UNIVERSITY ILR.

Name of Registrant’s Manager (Type or Print) __________________________________

Title of Registrant’s Manager (Type or Print) ____________________________________
Signature of Approving Manager__________________________________________
(The signing manager accepts the full terms of the cancellation policy above)
 Non-Profit Org.
U.S. Postage
Registration Information PAID
Ithaca, New York
To register, mail the completed registration form to Cornell University, ILR Customer
Permit No. 780
Service Center, Ives Hall, Ithaca, NY 14853-3901, fax to 607-255-9826, or visit
www.ilr.cornell.edu/mgmtprog/lr/new to register online. Cornell University ILR
Registrations are confirmed in writing in the order received. Registration at the door is Metropolitan District
usually not possible. If you have not received a written confirmation, please telephone 16 East 34th Street
the registrar before traveling to the workshop.
New York, NY 10016-4328
PAYMENT
Payment or payment guarantee (such as a Purchase Order) is expected at the time of
registration. If a PO or other guarantee of payment will be submitted from your organization,
your manager must sign the registration form taking responsibility of payment. You may
pay by credit card or check. Please make checks payable to CORNELL UNIVERSITY ILR.
A 15% discount is available for government and not-for-profit employees.

SUBSTITUTION AND CANCELLATION POLICY

Substitutions of registrants can be made at any time unless a course has a prerequisite or
prework. Cancellations and transfers are subject to a 25% charge unless received in
writing 5 business days prior to the program. When a representative of an organization
approves an employee registration, that organization becomes responsible for
cancellations, transfers, substitutions, and payments. The full program fee will be charged
for any registration that is not canceled in writing.

SCHEDULE
Check-in and review of materials begin at 8:15 a.m. Workshops begin at 9:00 a.m. and conclude
between 4:30 and 5:00 p.m. Continental breakfast and lunch are included in the fee.

ACCOMMODATIONS
The tuition does not include lodging. We can recommend hotels convenient to the
training location. Please notify the registrar in advance to ensure proper ADA
accommodations.

www.ilr.cornell.edu/mgmtprog/lr/new