Differences

This shows you the differences between two versions of the page.

--- yvl_united:start [2025/12/28 17:38] – admin
+++ yvl_united:start [2026/01/13 15:52] (current) – external edit 127.0.0.1
@@ Line 1: / Line 1: @@
-{{:yvl_united:pagesmatter.jpg?nolink&100 |}}
+{{:yvl_united:pagesmatter.jpg?nolink&170 |}}
 ====== YVL UNITED ======
 Welcome to the YVL UNITED UNION section.
+**Note to all YVL Staff & Leadership:** This site is a transparency tool. Our goal is to ensure that everyone—from entry-level staff to senior management—has access to the same facts, rules, and contract protections. We believe that when the "rules of the road" are clear and public, the library operates more efficiently, and our professional relationships remain based on mutual respect rather than "unknowns."
 This is a work in progress created during Christmas of 2025
 ===== Resources =====
+  * [[yvl_united:tips_for_NEWworkers|Tips for NEW Workers]]
   * [[yvl_united:tips_for_workers|Tips for Workers]]
   * [[yvl_united:rights|Know Your Rights]]
@@ Line 9: / Line 19: @@
   * [[yvl_united:weingarten|Weingarten Rights Card]]
   * [[yvl_united:steward_contacts|Union Representative Contacts]]
+  * [[yvl_united:yvlnow|An overview of YVL's current challenges]]
+  * [[yvl_united:yvl2026|A Better future for YVL]]
+===== Why "Good Managers" Act Out of Character =====
+Sometimes, a supervisor who has been fair for years suddenly becomes rigid, cold, or starts "papering" your file. This often happens when:
+  * **Upper Management Pressure:** They are being told to "tighten up" or are being blamed for department stats.
+  * **Fear of the Unknown:** They may wrongly believe the Union makes their job harder.
+  * **The "Buffer" Role:** They are being used as a shield by the Director's office.
+**How the Union Helps:**
+The CBA protects the manager, too! It gives them a "Rulebook" they can point to when *their* boss tells them to do something "strange" or unfair. It allows them to say: *"I can't do that; it violates the contract."* **The takeaway:** Don't take a shift in management behavior personally. Stay focused on the facts, follow the contract, and let the CBA be the "calm in the storm."
+===== The "Check-the-Box" Trap when it comes to Training =====
+Management will often ask verbal questions like "Do you need anything else?" or "Do you request training?" during high-stress meetings.
+  * **The Trap:** They are looking for a "No" so they can prove they offered help and you refused it.
+  * **The Lie:** If you say "Yes," but they write "No" on the final paperwork, they are falsifying your record.
+  * **The Fix:** ALWAYS follow up a meeting with a "Summary Email."
+    * "Thanks for the meeting. To recap, I requested training in X and Y to help me succeed."
+  * **The Defense:** If the paperwork is wrong, **NEVER** sign it without writing "Content Disputed" or "Receipt Only" next to your name.
 ===== Union Library =====
@@ Line 21: / Line 54: @@
   * [[yvl_united:grievance_form|Grievance Form & Procedure]]: Used to file a formal dispute within the **15-calendar-day** window.
+===== Dealing with "Management Silence" =====
+What does it mean when management hits you with a PIP or a Warning, and then goes completely silent for days or weeks?
+  * **Don't Poke the Bear:** You are under no obligation to "remind" them to discipline you. If they haven't asked for a signature, don't ask for the pen.
+  * **The Procedural Pause:** Often, silence means they realized they made a mistake in their documentation and are trying to figure out their next move.
+  * **Keep the Momentum:** Use this quiet time to catch up on projects. The better your output looks during their "silence," the harder it is for them to justify the PIP later.
+  * **Document the Gap:** Note in your personal log: "Dec 30: No mention of PIP document by supervisor. Projects A, B, and C proceeding on schedule."
+**The Union Perspective:** If they let an issue sit for too long without action, it can be argued as "laches" (unreasonable delay), making it harder for them to discipline you for it later.
+===== New Requirements: Your Right to be Taught =====
+Has management introduced a new form, a new software, or a trendy documentation process seen at the latest trade-show?
+  * **Management's Line:** "There is no training for this, just do it."
+  * **Your Rights:** Under the CBA, you cannot be disciplined for failing to follow a process you haven't been trained on.
+  * **What to Demand:** If "official training" doesn't exist, ask for:
+. A written **Standard Operating Procedure (SOP)**.
+. A **Work-Aide** or template.
+. **Shadowing Time** with a supervisor to see it done "correctly."
+**If they refuse all three and then discipline you for the paperwork, CALL YOUR STEWARD. This is a violation of Fair Discipline.**
+===== Vacation & Leave: Know the Rules =====
+Planning a break? Here is how to navigate the YVL leave policy without getting caught in a "technicality."
+  * **The 14-Day Rule:** Standard vacation requests should be submitted at least **two weeks (14 days)** in advance.
+  * **Short-Notice Requests:** While the policy says 14 days, the supervisor *can* approve shorter notice. However, they are not *required* to.
+  * **Pro-Tip:** Always submit your request through the official system (or email) so you have a date-stamped record.
+  * **Sick Leave is Different:** You do NOT need 2 weeks' notice for illness or medical appointments. If management tells you otherwise, they are violating the Personnel Policy.
+**[!] PIP WARNING:** If you are currently under a Performance Improvement Plan, management will often use the 14-day rule as a "gotcha." Submit your requests 15 or 16 days out to be absolutely safe.
 ===== Member Training & Governance =====