MEMBERS SECTION

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NEWS

January 14, 2013

Please confirm your attendance at National convention June 24-28 2013

Members that meet minimum general meetings attendance, please see document section if you qualify.


          

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July 25, 2012

Mid-year review time

It's Mid Year review time again, our position is that you ask your APOC representative to be present in your mid year review meeting with your...

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March 28, 2012

"TIME AND DATE OF THE NEXT GENERAL MEETING"

Hello Everyone,





As a result of the activities at the end of our March 25th general meeting, a very important part of the meeting agenda...

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November 28, 2011

IMPORTANT BULLETIN

It has become evident that some of our members do not understand or appreciate the importance of the Canada Post Information Security and Policy...

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November 23, 2011

The Year-End review and Performance Appraisal

Hello to all. This is a reminder to all members that as we come to the year-end, you will be required to review your accomplishments for the...

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June 4, 2009

Communique about Jobs Evaluation

Dear Fellow Members,





Your bargaining team has received numerous emails from concerned


members about the Job Evaluation Plans and specifically the process


undertaken by the Canada Post Corporation and the Association of Postal


Officials of Canada to establish the Plans. We believe that an explanation


of the process is required so that all members are fully informed.





The first step in the creation of any job evaluation plan is the


establishment of what an employer wishes to value. An employer will then


determine which factors will be used to evaluate jobs. Each factor will have


degrees of intensity and each factor will be provided a weight. An employer


will then draft questions which are to be answered by employees


performing each job. The answers to the questions are then run through


the degrees and factors and based on the weighting a total number of


points are determined for each job.





In our case, the Corporation wanted the Plans to reflect its values and


priorities. The Corporation was of the opinion that jobs with subordinates


had to have a greater value and priority than jobs without subordinates.


And within the category of jobs with subordinates, those jobs in the plant


environment would be given greater value than those outside the plant


environment. The Corporationís rationale was that jobs with subordinates


in the plant environment have a greater impact on the Corporationís overall


success. This was a significant change from the Job Evaluation Plan for our


operations and enabler members from that which had existed since


approximately 1994.





The Corporation then established four criteria; skills, responsibility, effort


and working conditions which respects the principles of human rights and


pay equity legislation.





These criteria were then used to establish fourteen factors; product


knowledge, process knowledge, specialized knowledge, communication


skills, computer skills, financial resources, physical resources, supervision,


problem solving, effort, working conditions, hazards, work related stressors


and supervisory complexity. Each factor is defined by degrees of intensity of


each accountability and responsibility.





The Association took on a greater role when the parties drafted the


questionnaire and participated in the focus group sessions. Once the


questionnaires were completed, the parties then reviewed the information


provided by the answers given and agreed on the degree for each factor.


After, the Corporation ascribed degree to each factor and was run through


the software model created which provided a resulting point value for each


job. The jobs were then ranked by their corresponding point value.





Based on the values and priorities the Corporation considered significant, it


determined the weighting for each factor. For example, supervision was


given a weighting of 10% and supervisory complexity was given a


weighting of 20%. It is clear that the Corporation has provided significant


value to these factors given the weight afforded to them.








These results were then provided to the bargaining teams and the number


of classification levels and salary bands were negotiated. Each job was


then placed into their new classification level with the corresponding salary


band.





Members who do not agree with the placement of their job within the new


classification shall be entitled to request a review of their job and the


classification to a Joint Review Committee.





It is extremely important to note that the new classification levels and


corresponding salary bands will have three results:





1.     Members whose current salaries are lower than the minimum of the


salary band that their job has been placed in shall have their salary


increased to the minimum of that band. Thereafter, they will be entitled to


the normal annual wage increases and annual pay progression, should


they qualify.


2.     Members whose current salaries fall above the minimum and below


the maximum of the salary band which their job has been placed in shall be


placed into that band without any adjustment. Thereafter, they will be


entitled to the normal annual wage increases and annual pay progression,


should they qualify.


3.     Members whose current salaries are above the maximum of the salary


band which their job has been placed in shall not suffer any loss of salary.


They shall be afforded salary protection and receive pensionable lump sum


payments equal to the wage increases negotiated in the collective


agreement for a yet to be determined time period.








We hope the above information clarifies and answers many of the


questions members have with regards to the New Job Evaluation Plans.


We encourage all members to continue to visit the APOC website for further


updates as we seek to finalize a collective agreement.


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Serving you at the York branch

2750 14th Avenue Unit G14, Unionville, On, L3R 0B6

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Phone 905-479-5950

Fax 905-479-4290