My new "strategy" book, "Defense vs. Discipline" is the latest in
a series I have produced as a National Officer for the APWU.
This, the twelfth in that series, brings together in nineteen
chapters the Due Process strategies necessary when management imposes
discipline. The Strategy Book utilizes Arbitrator Carroll Daugherty's
Just Cause definition - found in Article 19's EL921 Handbook; the
pertinent Union arguments, the Collective Bargaining Agreement,
National Arbitration mandates; Step 4 interpretive decisions;
regional arbitral reference and the key - and sorely underused weapon
in our investigative arsenal - the Union's investigative interview.
There is even a United States Supreme Court decision.
Together these elements frame the best defenses vs. disciplinary
actions.
Each chapter is constructed as follows:
- The Issue
- The Definition
- The Argument
- The Collective Bargaining Agreement
- The Interview
- The Arbitrators
The following due process elements are included as chapters:
- Just Cause
- The Pre-Disciplinary Interview
- Investigation Prior to Discipline's Initiation
- Higher Level Review and Concurrence
- Authority to Resolve the Grievance at the Lowest Possible
Step
- Denial of Information
- Nexus between off-duty misconduct and USPS
Employment
- Timeliness of Discipline
- Disparate Treatment
- Higher Level Concurring Official as Step 2
Designee
- Double Jeopardy/Res Judicata
- Disparate Elements of Past Discipline Relied Upon for
Progression
- Past Elements of Discipline not Adjudicated, yet Relied
Upon in Subsequent Discipline
- Modified Past Elements of Discipline not Cited in Modified
State in Subsequent Discipline
- Placement in Off-Duty Status Outside Article 16.7
Reasons
- Placement in Off-Duty Status Without Post Placement Written
Notification
- Placement in Off-Duty Status Following Time Lapse
;
- 30 Day Advance Notice
- Statement of Back Pay Mitigation in Notices of Removal and
Indefinite Suspensions - Crime Situation
The following is an excerpt from one of those chapters:
THE DEFINITION
The Pre-Disciplinary interview is the multi-element due process
right of each employee to be:
1. Forewarned of the specific charge in the intended disciplinary
action;
2. Forewarned of the degree and nature of the intended disciplinary
action; and
3. Asked for his/her side of the story. This is the employee's
"Day-in-Court".
THE ARGUMENT
All the above is required before the disciplinary action is
initiated. Management must conduct a pre-disciplinary interview; that
is, forewarn the employee that discipline is being contemplated, what
that discipline will be, the charge the discipline is based upon, and
ask the employee for his/her side of the story. Whether or not
management utilizes a written request for discipline, the
pre-disciplinary interview must be conducted prior to the initiation
of any request for discipline. The request for discipline is the
initiation of discipline.
Must the pre-disciplinary interview be done in person? No. Management
may conduct a pre-disciplinary interview over the telephone or even
through correspondence, informing the employee of the charge, nature,
and degree of the intended discipline and soliciting the employee's
side of the story.
A typical pre-disciplinary interview should be conducted as
follows:
Manager: Mr. Doe, I am considering issuing you a Notice of Removal
for "Failure to be Regular in Attendance." Your attendance record is
as follows. This is your chance to respond to that intended action. I
want any information you may have from your side of the story prior
to making my final decision.
In this manner, management has forewarned the employee and solicited
the employee's side of the story. If management conducts an
"interview" with an employee immediately prior to issuing a
disciplinary action, i.e., at the same meeting in which the employee
receives the disciplinary notice, then that is not a pre-disciplinary
interview. As the manager already has produced the Notice, discipline
has already been initiated. To hold otherwise is both illogical and
unreasonable. Pleadings from management that they had not yet made a
final decision on issuance are irrelevant as the pre-disciplinary
interview must occur prior to initiation, not issuance.
Each chapter in the book contains similar illustrations of our Due
Process arguments and the most effective strategies for pursuit.
The Book is designed to be user-friendly as it is intended for
continual reference by stewards, advocates and members alike.
As procedures and due process increasingly replace arguments "on the
merits," we must turn to Just Cause as it is defined and as it should
be applied by management, the arbitrators and yes, by stewards and
advocates. We win a far greater percentage of discipline cases based
upon Due Process than we ever have in the past; but too many valuable
and job-saving Due Process arguments are never explored much less
pursued. It is my hope that this Strategy Book will enable stewards
and advocates to successfully pursue the arguments to better defend
our members.
The Strategy Book contains quoted reference from 68 Regional
Arbitration awards; reference to 86 additional Regional Arbitration
awards; three National Level Arbitration awards; four Step 4
Interpretive decisions; and 279 Interview Question illustrations.
There is also the one United States Supreme Court decision.
In the past, all handbooks I produced were available upon request
from my office. Due to new National APWU budget policies imposed in
our Regional office, I can no longer distribute these handbooks
without cost to the requester - with the exception that one handbook
per requesting local in Pennsylvania, New Jersey and Delaware has
been authorized.
For information on how to obtain the strategy book, including cost to
cover reproduction and shipping only, please contact me at:
Jeff Kehlert, National Business Agent
American Postal Workers Union
10 Melrose Ave., Suite 210
Cherry Hill, NJ 08003
(609) 427-0027
Everyone is encouraged to reproduce the strategy book.
Jeff Kehlert
National Business Agent
Clerk Craft