Vague contract language. Conflicting contract provisions. Inconsistent application of contract language. Conflicts between board policy and contract language. Added job duties and adjunct responsibilities resulting from layoffs and restructuring. Class size issues. Complexities triggered by furlough days and the reduction/elimination of staff development. Loss of prep time. Employee morale issues. These are often warning signs that grievances, and potentially arbitration, could be in your future.
Elizabeth B. Mori, partner at Fagen Friedman & Fulfrost and chair of the firm's Labor and Employment Practice Group, offers tips for identifying and responding to employee concerns before they become grievances, and discuss proactive steps you can take to avoid or at least ameliorate costly legal battles.