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
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
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
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
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
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
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
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