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April 9th, 2021

Employee Security Agreement

In situations where there is no comparable classification, work as comparable as possible is provided, with the intention of reintegrating the worker into his or her previous classification when that work becomes available. At the end of a year, employees who have not returned to their previous classification are paid according to the salary scale of the position they occupy. Management and unions in each region are also encouraged to consider other options that may be acceptable to both parties and allow for a reasonable transition. Examples include “red circle,” “grandfather” or other solutions. However, in order to ensure appropriate consistency and fairness, parties are asked to choose a single option that applies to the current situation or, at the very least, to determine in advance which option will apply in certain circumstances. The existing contractual language can also provide or define appropriate solutions. It will be necessary to achieve job and income security in all situations other than those that are exceptional and will help the parties implement job and income security. Parties are encouraged to respond creatively to local realities when adapting these principles. The partnership agreement recognizes that exceptional circumstances that could be considered by the management of the hospital`s health plan/direction at the program level and by the management of the permanent medical group as situations that would require the parties to unite to conduct a high-level joint review to examine what is appropriate for this situation. Examples of exceptional circumstances that have a significant impact on a significant number of employees and include the closure or divestiture of KP operations, serious affiliations or financial losses, technological changes affecting employment rankings, legislative or regulatory changes that have a general impact on operations, etc. The personnel planning strategy should define roles and responsibilities, including the tasks and changes required in terms of awareness. Everyone, both management and the union, must consider potential vacancies as redeployment opportunities and be held accountable for achieving job and income security objectives.

The partnership agreement outlines the intention of Kaiser Permanente and the signatory unions to create a culture of worker engagement and common problem-solving. This means that if a problem or problem is identified, whether by management, unions or staff, all parties will be involved in defining the problem and resolving it. This commitment means that management must be more inclusive in the resolution process and that unions and workers need to be more responsive to find solutions. These principles of job security are designed to ensure that the parties work freely and creatively to solve problems. This agreement, concluded in 1999, provides for retraining and redeployments for workers who have been displaced by new technologies or by changes in labour. Each region will develop and use a partnership redress mechanism and will stick to a settlement mechanism to verify difficulties in achieving the objectives of job security or non-compliance with reciprocal agreements. The parties will adopt in advance a mechanism to resolve the impasse in order to deal with situations where the parties will not be able to agree on the above points. Among the proposals is the use of a neutral third party or a small panel empowered to make a decision.

The body could be made up of local representatives, representatives of the ASP or the Office of Labor Management Partnership (OLMP) or other qualified representatives who are acceptable to both parties.

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