SAN FRANCISCO HOTELS PARTNERSHIP PROJECT

The San Francisco Hotels Partnership Project brings together two powerful forces in the Bay Area--the hospitality industry (the largest private-sector industry employer in San Francisco) and Hotel Employees and Restaurant Employees Local 2, which represents the large, multi-ethnic workforce of more than 5,000 members in participating hotels.

History

In a city where economic health is synonymous with tourism, employers depend on a plentiful and well-trained labor force. The high premium this competitive industry places on customer perceptions of quality and value means that employees need to have skills in guest relations, communications and technical jobs. These needs helped the partnership evolve from an acrimonious labor-management relationship that dates back to the late 1970s. In 1994, labor and management from12 hotels (the Multi-Employer Group, or MEG) agreed to explore an interest-based problem-solving approach to their relationship in bargaining a new contract. The result was negotiation of more than $1.8 million into an existing training fund and the formation of the partnership. The success of joint problem-solving, job redesign and training led to a strengthened partnership in the 1999 contract. The partnership covers nearly 5,000 workers in 11 Class A hotels.

Goals

• To improve the labor-management relationship;
• To provide increased training and career ladder opportunities for workers;
• To improve hotel operations and working conditions throughout the term of the contract;
• To improve workers skills and the quality of customer service;
• To improve communication and problem-solving on the job.

Activities

Partnership activities are worker-focused to meet the needs of a diverse population. Meetings and training sessions are simultaneously translated into Spanish and Chinese dialects. ESL classes are central to the partnership's training program. Written materials are available in all three languages. Specific components of the program include:

• Facilitated labor-management problem-solving teams that address hotel operational needs and working conditions;
• Training rank-and-file workers, management personnel and union officials in team-building and problem-solving skills, as well as basic skills and ESL;
• Cooperating with Local 2's welfare-to-work and low-income worker program by identifying employment opportunities;
• Developing approaches to career ladders to be tested on a pilot basis during the next five years;
• Developing union computer database employment/hiring hall services to readily match worker skills to employer needs;
• Creating new opportunities for entry-level workers to train and work in higher-paying jobs during the busy holiday season.

Results

• Workers have access to job placements and training that gears them for higher level jobs. The employment placement benefits workers and employers alike. In late 1998, the hiring hall placed 5,210 banquet jobs during a 49-day target period achieving a record low in the number of unfilled jobs.
• The hotel industry benefits from a more predictable labor pool, using employees with higher skills and greater language proficiency.
• Partnership hotels report improved operational effectiveness and increases in both customer and employee satisfaction.
• Relationships have improved between the major hotels in San Francisco and HERE Local 2.
• The partnership has earned the respect and financial support of the HERE international union, member hotel and the State of California. It is a model for HERE locals nationwide.
• The partnership provides important training services and occupational opportunities to a number of population groups, including Hispanics, African Americans and recent immigrants from Asia and Eastern Europe.