File 2: Opinion of Chair Segal

[ v55 p127 ]

Concurring opinion of Chair Segal

      I write separately to state why I agree with the majority that the Respondent violated the Statute when it instituted a change in conditions of employment without providing the Union with notice and an opportunity to bargain over that change.

      As relevant here, the Respondent's exceptions make it necessary to resolve whether the Respondent made either of two alleged changes to the rivetized work program in November 1994: (1) a change in promotions to the full performance WG-12 level [n1] ; and/or (2) a change in shop rotations. With respect to the alleged change in promotions, having carefully considered the Respondent's exceptions and reviewed the record below, I conclude, for the reasons that follow, that a preponderance of the evidence supports a finding that the Respondent changed a condition of employment. Specifically, I find that, in November 1994, the Respondent unilaterally placed a new prerequisite on promotions to the WG-12 level.

      The record evidence establishes that, at the November 1994 meeting, the Respondent's classification specialist (hereinafter "Respondent's specialist") announced to employees in the program that they would no longer be promoted to WG-12 upon completion of their training. Employees who attended that meeting testified that it was the first announcement they received that WG-11s who were in training would be "treated differently" than those who had already been promoted to a WG-12, because those WG-11s would not be promoted upon completion of training. Transcript at 131; see, e.g., id. at 198-99 (testimony that at the meeting employees were told that Respondent was going to "stop everything," regarding the rivetized work program, and that "[]11s will stay []11s," despite their training); id. at 349 (testimony that the Respondent's specialist "explain[ed] why there wasn't going to be any more[] . . . promotions"); Decision at 7 (Judge determined, based on the testimony of employees, that the Respondent announced at the meeting "the demise of . . . promotions for the rivetized work force").

      The testimony of these employees was explicitly credited by the Judge as the basis for his conclusion that the Respondent announced the end to WG-12 promotions at the November 1994 meeting. See Decision at 8. Because the Authority defers to that credibility determination, I find the employees' testimony about what was said at the meeting similarly persuasive. See Redstone Arsenal Exchange, Army and Air Force Exchange Service, Redstone Arsenal, Alabama, 50 FLRA 51, 51-52 (1994) ("We will not overrule a judge's credibility determination unless a clear preponderance of all relevant evidence demonstrates that the determination was incorrect.").

      The announcement by the Respondent's specialist indicates that promotions that would have taken place before November 1994 would not occur. However, the Respondent claims that, rather than reflecting any change, "[t]he program always required a further determination . . . that there had to be work to justify the position." Respondent's Exceptions at 13. According to the Respondent, promotions to the WG-12 level had always been dependent on the availability of WG-12 work and, as such, the announcement at the November 1994 meeting was merely an application of the program's promotion policy. See id. The Respondent asserts that prior to 1994, sufficient WG-12 work was available, thereby justifying the promotions of those employees who had completed the training program prior to that date.

      The Judge did not find the Respondent's explanation that there was an insufficient workload in November 1994 convincing, given the testimony of the Respondent's supervisors "that they were dissatisfied with how the rivet workforce program was working out in practice[.]" Decision at 11. But even if the availability of workload was a factor in the Respondent's action, the imposition of a workload determination at the time of promotion itself reflects a change in the program that required notice and an opportunity for impact and implementation bargaining. In this regard, the Respondent's reliance on WG-12 workload fails to acknowledge a distinction it had drawn in the program described in its April 1993 memorandum: the availability of work was stated as a prerequisite to creating and filling a rivet position; it was not stated as a prerequisite to promoting to the WG-12 full performance level an employee who had been selected for, and was serving in, an entry or intermediate rivet position.

      Specifically, the April 1993 memorandum describes the procedures "by which employees may be moved . . . to the multi-skill Rivet Workforce" position, which is "graded WG-12 at the full performance level[.]" [n2]  Respondent's Exhibit 2. The position would be "submitted for competitive fill . . . at either the full performance level or the WG-09 or WG-11 entry or [ v55 p125 ] intermediate level" based on management's determination "that the organization has sufficient work to require [the WG-12] level of performance[.]" Id. The memorandum further explains that employees selected at less than the full performance level would embark on a training plan, [n3]  and "[o]nce training is completed and employee can work with normal independence on complex projects, management may submit for promotion to the WG-12 level." [n4]  Id.

      Read in its entirety, the April 1993 memorandum, in my view, supports the conclusion that, prior to November 1994, an employee who had been accepted into the program at the entry/intermediate level would be eligible for promotion to the WG-12 level without requiring a further determination about the amount of work available. As quoted above, the memorandum explicitly makes the availability of WG-12 work a prerequisite for entering into the rivet program. However, the availability of work is not restated as a prerequisite for promotion to the full performance WG-12 level for employees selected for the program at the entry or intermediate level. At the same time, the memorandum is not silent about the prerequisites for promotion. The two requirements stated for promotion are: completion of training and ability to work with normal independence on complex projects.

      Put simply, the workload prerequisite the Respondent now asserts was applicable prior to November 1994 for promotion decisions was specifically linked in the April 1993 program description only with the decision to fill a rivet position at any level. Once an employee was selected for such position at less than the full performance lev