Home | Site Map
:: The Audit

In our experience, we have discovered 13 primary factors, which can be assessed to determine any organization's vulnerability to a successful union organizing drive and higher staff turnover


An excerpt from an original audit.

Systems and Practices Review

The purpose of a systems and practices review is to ascertain the likelihood that employees may seek union representation, to identify specific issues which may cause employees to seek that representation, and to assist in developing a plan to effectively respond to these potential issues prior to the commencement of a campaign and to determine the status of the employee relations.

In our experience, we have discovered 13 primary factors, which can be assessed to determine any organization's vulnerability to a successful union organizing drive and or higher staff turnover. These factors are as follows:

1. Effect Of Supervisory/Management Training Programs
2. Effect Of Recruitment Procedures
3. Competitive Wages And Benefits
4. Level Of Workforce Stability
5. Existence Of And Results Of Employee Opinion Surveys
6. Employees' Sense Of Empowerment
7. Existence Of And Effectiveness Of Internal Complaint Resolution System
8. Frequency And Types Of Complaints And Litigation
9. Effect Of Management Communication Strategies
10. Working Conditions
11. Employee Appreciation Activities
12. Previous Organizing Activity
13. Geographic Location

A review of each of these areas will assist in developing recommendations designed to encourage a proactive management style to deal effectively with issues, which could undermine employee morale. This process would ensure preparedness to implement a comprehensive plan to deal quickly and effectively with an organizing campaign.

Communications Phase 

Following the completion of the systems and practices review, it is important to communicate the results and effects of the review to the employees. The employees would be advised of any changes to policies or practices that may result from the audit, and the wage and benefit comparative analysis will also be discussed with the employees.
Following this initial step, the communications review would involve the development or refinement of an ongoing communications program designed to keep employees aware of business developments as well as workplace issues of interest to them.
This program would establish a practice for the type of communications, which would be required in a crisis situation. Employer communications during a crisis have a greater degree of credibility and effectiveness if employees have become accustomed to certain forms of communications on an ongoing basis.


 The maintenance of the employee files is very inconsistent. Only a few managers complete all documentation within the files.
 There is not near enough effort put into doing the evaluations. I based this on the content of the evaluations, the managers seemed to know their staff very well, they just don't fill in the evaluations completely. 
The disciplinary write-ups appear to be threatening rather than rehabilitative and coaching. 

The managers are probably the most loyal I've ever come across. There are a few that are obvious thoroughbred's and a few that have risen to the ranks without benefit of formal training in people management. The latter usually manages with their heart on their sleeve and for all their good intentions have problems with the staff.  

I've been very impressed thus far with the huge amount of staff that have tenure, this speaks volumes of how the people are treated in this organization.

The above is an excerpt from an actual audit, in twelve years we have not had a client organized or not reduced staff turnover after the client implemented  the recommendations from an audit