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This is a reprint from the Boilermaker Magazine, but should apply to all stewards. For those of you who have never met a Union steward, you will find that this article explains his duties. For those of you that are or have been steward, you should also read this. IBEW Local 1613 also has a good on-line manual for Steward Tools. If you are a steward , I would recommend that you visit the site.

Here is the article:

  The steward has three main duties:
              1) to enforce the contract,
              2) to handle grievances, and
              3) to represent the Union.

Often stewards think of their position entirely or mostly in terms of one of these aspects of the job, but in fact they are all equally important.

      These jobs require many different types of knowledge and skills. No one can be expected to be an expert in all of them. The best stewards are those who work hard to make sure they can handle all three adequately and that they do not ignore any of the areas.

The steward as contract enforcer

      THE CONTRACT we negotiate with our employers is what separates union workers from non-union. Simply put: Our contract gives us certain guarantees; non-union workers have no guarantees and must take what management gives them.

      To hold onto those guarantees, we must make sure that the company abides by the contract. The steward plays an important role in making sure the company does not stray from what they agreed to do when they signed the contract.

      To enforce the contract, you'll need to know what is in it. That means reading it and studying it; and it also means keeping a copy on hand for reference. No one can expect to remember every word of a two page document, much less one that might run over a hundred pages and often employs technical or legal language that we don't use on a daily basis.

      You'll need to know how to find answers to questions arising out of the contract. Know where to look in the contract itself, and don't be afraid to consult your union officers or other stewards when in doubt. Keep current with how the contract is being interpreted in light of grievances and complaints.

      You should also encourage your members to study the agreement. Often all people look at are the numbers--wages, holidays, vacation days. They   need to understand all of the contract, so that if the company violates it, they will recognize the violation and be able to report it to you. An informed membership also is less likely to take up your time with unfounded complaints that are not supported by the language of the contract.

      When a member comes to you with a complaint look into it immediately. Don't let even the smallest violation go unnoticed. You may decide not to grieve it, but you can't ignore it. Be persistent in seeing that violations are corrected. You can't afford to establish a pattern in which you point out a violation, and the company promises to correct it, but nothing happens. Not only do you lose face with your coworkers, but you jeopardize the enforceability of the contract.

The steward as grievance handler

      To HANDLE a grievance properly, you'll need to fully understand the grievance process under your contract. Study that section of the contract thoroughly. Failure to follow the proper procedure can result in the grievance being thrown out--even if it is a legitimate complaint.

      Listen sympathetically to any member who comes to you with a grievance. Don't prejudge any situation. Always listen to the complaint, then check the facts. You don't want to process a grievance that is merely imaginary or a gripe, but you cannot afford to let a legitimate grievance slide by, either. So you'll need to get all the facts before deciding how to proceed.

      Write up the facts clearly and concisely before you speak to the supervisor. This is not merely the notes you took while investigating the complaint, but is an organized summary of all the facts you have collected.

      Having the facts written down in front of you makes it easier for you to discuss the problem with the supervisor. If either of you becomes unclear about something during your discussion, you'll be able to refer to your written summary. In addition, if you must take the grievance past the first step, you'll be able to create your report on this written summary.

      One advantage of the grievance process is that complaints are handled by a neutral third party--you--rather than by the complainant, who might be angry or hostile. Use your neutrality wisely. Approach the supervisor in a friendly, non-threatening manner, but be firm. The supervisor must understand that you would not be processing a grievance with no substance. Be persistent in getting the grievance resolved.

      Always remember that it is your job to protect the worker. Whether you like the person or not, you must do everything you can to ensure the grievance is resolved equitably and fairly and that the contract is not weakened.

      No grievance is easy to handle, but some are more complex than others. If you're unsure about how to proceed, get advise from officers or other stewards. An improperly handled grievance can have lasting effects that go beyond the grievant and his complaint.

The steward as union representative

      FOR MOST WORKERS, the steward is their first contact with the union. For some, it is their only contact. To do the other two parts of your job well, you'll need to make sure that your coworkers understand the union, its policies, and their role in it.

      Study your local union bylaws and the International constitution so you know where to find the answers to questions about them. Keep a copy of each of them handy for reference. Know who to ask for help when you get a question you can't answer.

      Keep up with what is going on in your union, both locally and at higher levels. Attend meetings and talk to other union members. Read about news and events and policy changes affecting the entire International union.

      Approach new workers right away and welcome them to the job and to the union. If their first impression is a good one, they are more likely to become strong members who help the union accomplish its goals. Be ready to answer their questions and the questions of any member.

      Get informed and stay informed about union programs. Learn the basic structure of the union, how dues are determined, and what assistance the International provides local unions and individual members.

      Remind members to attend meetings. Encourage the to get involved in your local's activities. But don't be a pest; respect the right of people to get involved at the level that is comfortable for them.

      Always remember that in the eyes of the people you work with and of the company, you are the union. Make your members proud to have a representative that the company can respect.

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