Team 3- Brian Atkinson, Christopher Robinson, Liyuan Jia, Kelsey Spence

 Objectives  Profile of Dianne Doyle  Profile of Darryl Walker  Similarities  Differences  Interesting Findings  Conclusion

 Better understanding of IR  Union/Non-union differences  Weaknesses and strengths  Current employment relationships

 President and CEO  Non-union leader  7000 employees  Over ten facilities  Vision, goals, and budget

 Resource allocation  Keep everyone happy  Different cultures and generations

 Staff satisfaction survey  360 degree evaluation  Computerized performance link  National accreditation

 Team of ethicists  Labour relations specialist  Hiring for fit  Mission staff  Health and occupation safety

 President of BCGEU (2008 – 2014)  Health care background  Joined in 1980’s

 British Columbia Government and Service Employee’s Union  67,000 members in public and private  20 “Components” (sectors)  450 bargaining units

 Oversees entire union (staff and members)  Chairs all committees  Travels and meets with employees, employers  Meets with other unions and government groups

 Pleasing large numbers of people  Many agreements, many employers  Bureaucracy -government workers  Diverse sectors

Own Staff:  Emphasis on open communication  ‘Channels’ of resolution/ shop stewards Union Members:  Joint Committee Resolution Meetings

 Staff- mixed union and non within BCGEU  Evaluations  Employers’ responsibilities to empower  Handling conflict in-house if possible  Training

 1. Re-elected twice  2. Minimal job action  3. Balancing budget  4. Respected leader within the movement

 Primary Challenge – appeasing the massive employee base  Difficulties managing a diverse workforce  Open-communication being vital  Focus on employee satisfaction

 Measuring personal success ◦ Doyle – Organizational Goals ◦ Walker – Re-Election  Dealing with collective agreements ◦ Doyle – N/A ◦ Walker – 100 separate agreements

 More similarities than differences  Due to successful leadership styles  75,000 staff/members combined  Estimated $1 billion in budgets they manage  Focus on social justice

 Better understanding of IR  Union/Non-union differences  Weaknesses and strengths  Current employment relationships

 Privileged to have interviewed such influential leaders  Gained valuable insight into BC’s work environment  Humbled by the entire experience

Any questions, feedback or opinions are welcome.