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

Welcome to the team! Starting a new job is a whirlwind of stats, software, and new relationships. Here is what you need to know as a member of Local 848.

Check the CBA [Article 14] regarding your probationary status. While you are learning the ropes, you still have the right to a safe workplace and fair treatment.

It is great to have a positive relationship with your supervisor. A Union doesn't replace that relationship; it just ensures that the “rules” of your job are transparent and consistent for everyone.

If a friendly conversation about stats turns into a discussion about your performance or potential discipline, you have Weingarten Rights. You can politely ask for a Steward to be present.

As you learn the YVL systems, remember: if you feel you haven't been given the tools or training to do a task, ask for it in writing. We are here to help each other succeed, not just “get by.”

Back to Main Resources

• Tips for NEW Workers
• Tips for Workers
• Know Your Rights
• CBA & Governing Documents
• Weingarten Rights Card
• Union Representative Contacts

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.”

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.

Use these links to access the official rules that govern our workplace. Note: It is recommended to download and view these on a personal device.

• CBA for non-management staff

final_and_signed-local_848-non-supervisory_cba-11-01-2025_1_.pdf The legal contract between Local 848 and YVL on our behalf.

• YVL Personnel Policies: The internal rules management must follow. (coming soon)
• I already feel protected, what can the union do for me? «– HEY READ THIS
• Grievance Form & Procedure: Used to file a formal dispute within the 15-calendar-day window.

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.

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:

1. A written Standard Operating Procedure (SOP).

  2. A **Work-Aide** or template.
  3. **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.

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.

• Just Cause 101: Training on the 7 tests management must meet before disciplining staff.
• Progressive Discipline: Understanding the steps from Oral Warning to Discharge.
• Establishing Governance: Information on upcoming elections and how to become a Shop Steward.

More information will be posted in the near future. Let us or anybody know if there is more that we can do or put here to help us operate this personal empowerment mechanism to its fullest potential.

Why We Are Here This site exists because we believe in the value of our work and the dignity of every staff member. We are here to ensure that “strange things” don't happen in the dark, and that every worker has the tools, the facts, and the solidarity to stand tall.