Welcome, Steward
Your role, your rights, and what this training covers
Your Mission
You are the frontline representative for your members. As a steward for IUOE Local 1, you stand between the contract and any attempt to violate it. Your members — chief engineers, building engineers, HVAC technicians, boiler operators, and stationary engineers — count on you to know the contract and enforce it.
This is serious work. Every grievance you file, every deadline you meet, every investigation you conduct directly determines whether your members get the justice they deserve.
Your 4 Official Documents
- Grievance Form — Standard filing form for every grievance
- Information Request Letter — Formal demand for records and documentation
- Discipline Investigation Worksheet — 7 Just-Cause tests checklist and analysis tool
- General Investigation Worksheet — For all non-discipline grievances: wages, overtime, seniority, safety, benefits
4 Critical Rules
- File first, investigate after — never miss a deadline
- Watch your time limits — a great case dies on a missed deadline
- Worksheets are confidential work product — never show management
- When in doubt, call the Business Manager — that's what they're there for
What This Training Covers
This complete steward training covers all 7 modules:
- Module 2: The Grievance Form
- Module 3: Filing Step-by-Step
- Module 4: Just Cause — The 7 Tests
- Module 5: Information Requests
- Module 6: Weingarten Rights
- Module 7: Investigating Any Grievance
- Module 8: Certification Quiz
The Grievance Form
Every section, every field — and why it matters
If It's Not on the Form, It Didn't Happen
The grievance form is your case. What you write here is what management responds to, what goes to arbitration, and what determines whether your member gets justice. Every word counts.
Section by Section
Section 1 — Case Identification
Case ID using format YYYY-### (year-sequential number). Date of incident — this starts the filing clock. Don't confuse it with the date you file.
Section 2 — Grievant Information
Full name, employee ID, seniority date, classification, department/location. Type of grievance: Individual, Group, or Policy (union-filed).
Section 4 — Statement of the Grievance
This tells the story. Use the 5 W's: Who, What, When, Where, and How. State facts only — no conclusions.
Wrong: "Management was unfair."
Right: "On 3/15/2025, Supervisor Jones assigned overtime to Smith instead of Williams despite Williams having greater seniority under Article 12."
Section 5 — Contract Violation
Cite ALL applicable articles. Always include "all applicable articles and provisions of the CBA" as a catch-all. You cannot add new articles at arbitration if they weren't in the original grievance.
Section 6 — Remedy Requested
Be specific about what you want, then always end with: "...and any other remedy the arbitrator deems just and appropriate." This keeps the door open.
Remember: Facts only. No conclusions.
Filing a Grievance
From incident to filed grievance — the right way, every time
The Golden Rule
FILE FIRST, INVESTIGATE AFTER. The most common steward mistake is wanting to have all the facts before filing. Time limits don't wait for your investigation. A missed deadline kills a good grievance before anyone looks at the merits.
The 8 Steps
Listen, take notes, get the basics. Don't promise outcomes.
Immediately. Count calendar days from the incident (or when the member knew/should have known). If close, file today.
Get the member's account of what happened. Don't lead — listen.
Use the 5 W's. Cite all applicable contract articles. Request broad remedy.
Hand deliver to the designated management rep. Get a signed, dated receipt. No receipt = no proof of filing.
Every grievance. No exceptions. Call or email the same day.
Now that you're filed, investigate: witnesses, documents, comparators.
Review your worksheet. Know your best arguments. Anticipate management's position.
The Step Process
- Step 1: Meet with immediate supervisor. Present the grievance, hear the response.
- Step 2: Appeal to higher management (department head/HR). Stronger arguments, more documentation.
- Step 3: Appeal to senior management. Often the last step before arbitration.
- Arbitration: Binding decision by neutral third party. This is where preparation wins or loses.
Time Limit Traps
- Calendar days vs. working days — know which your contract uses
- Management waivers must be in writing — verbal doesn't count
- When in doubt, file early — you can always withdraw a grievance, you can't un-miss a deadline
- The clock starts from the incident or when the member knew or should have known
Just Cause — The 7 Tests
The framework every discipline grievance is measured against
Management Must Prove Just Cause
Before imposing any discipline, management must demonstrate just cause. These 7 tests — known as the Daugherty Tests — are the standard used by labor arbitrators nationwide. If management fails even ONE test, you have grounds for a grievance.
The 7 Tests
| Test | Question |
|---|---|
| 1. Forewarning | Was the employee warned that the conduct would result in discipline? |
| 2. Reasonable Rule | Is the rule reasonably related to efficient and safe operations? |
| 3. Investigation | Did management investigate before imposing discipline? |
| 4. Fair Investigation | Was the investigation fair and objective? |
| 5. Substantial Evidence | Did the investigation produce substantial proof of guilt? |
| 6. Evenhandedness | Have rules and penalties been applied consistently to all employees? |
| 7. Proportionality | Was the penalty proportional to the offense and the employee's record? |
How to Use This
For every discipline case:
- Complete the Discipline Investigation Worksheet
- Mark each test YES, NO, or UNKNOWN
- Every NO is a potential argument
- Every UNKNOWN needs investigation
- Even one failed test can win the grievance
Information Requests
Your legal right to the facts — and how to use it
Your Legal Foundation
Under the National Labor Relations Act (NLRA), employers are required to provide relevant information to the union for representing members. Refusing is an Unfair Labor Practice (ULP). This isn't optional — it's the law.
What to Always Request
For EVERY discipline case, your Information Request should include:
- The discipline notice/write-up
- Complete personnel file
- All investigation notes
- Witness statements
- Surveillance footage (if applicable)
- Relevant timesheets and attendance records
- All related emails and communications
- Comparator data — 3-year discipline history for the same offense (names can be redacted)
Comparators Are Gold
If three other employees committed the same offense and got written warnings while your grievant was terminated, that's your strongest argument. Comparator evidence directly attacks Test 6 (Evenhandedness). Always request it.
If They Refuse
- Send a written follow-up citing the NLRA obligation
- Notify the Business Manager immediately
- The refusal may support an NLRB Unfair Labor Practice charge
- At arbitration the refusal creates an adverse inference — the arbitrator may assume the hidden information would have hurt management's case
Requested Documents:
Weingarten Rights
The right to Union representation — every time, no exceptions
The Legal Foundation
In NLRB v. J. Weingarten, Inc. (1975), the Supreme Court established that union-represented employees have the right to request a steward be present at any investigatory interview they reasonably believe could lead to discipline. Management does NOT have to tell them this — that's YOUR job.
When It Applies
Three conditions must ALL be met:
- There is an investigatory interview (management is asking questions)
- The employee reasonably believes discipline could result
- The employee requests representation
If all three are met, management must:
- Allow the steward to attend, OR
- Discontinue the interview, OR
- Offer the employee the choice to continue without a steward or end the interview
The Steward's Role at the Meeting
- Confer with the member privately before the interview begins
- Take detailed notes of every question and answer
- Ask management to clarify confusing or compound questions
- Object to intimidating tactics
- Do NOT answer questions for the member
- Do NOT interfere with legitimate questioning
- Request a break if you need to consult privately
If Representation Is Denied
If management refuses the request and continues questioning:
- Document the denial immediately (date, time, who denied, who present)
- Advise the member they have the right not to answer
- File a grievance — denial of Weingarten is a ULP
- Notify the Business Manager the same day
Investigating Any Grievance
Using the General Worksheet for all non-discipline cases
Beyond Discipline
Most grievances aren't discipline — they involve wages, overtime, seniority, scheduling, subcontracting, safety, or benefits. The General Investigation Worksheet helps you build a complete case for any type of grievance.
Key Sections
Section 3 — Contract Analysis
Identify every applicable article. Document how each was violated. Note any past practice or side letters that support your position.
Section 7 — Damages Calculation
Calculate the exact dollar amount or specific remedy before the step meeting. For overtime violations, calculate what was paid vs. what should have been paid. Having a specific number anchors the remedy discussion.
Section 10 — Time Limit Tracking
Track every deadline: filing, step meetings, arbitration demand. Missing one kills the case.
Investigation Mindset
- Be a fact-finder first, advocate second
- Interview witnesses separately — never in groups
- Take contemporaneous notes — write it down while it's fresh
- Everything in the worksheet stays in the worksheet — it's confidential work product
- Compare your member's account with the facts you gather — weaknesses in your own case need to be identified early
Certification Quiz
Score 8/10 to earn your Local 1 Steward Certification
Resources & Tools
Quick references, printable forms, and key contacts
Steward Quick Reference
1. Member reports issue → 2. Check time limits immediately → 3. Preliminary interview → 4. Fill grievance form (5 W's, cite articles, broad remedy) → 5. Hand deliver, get receipt → 6. Notify Business Manager same day → 7. Continue investigation → 8. Prepare for Step 1
- Forewarning: Was employee warned?
- Reasonable Rule: Is rule reasonably related to operations?
- Investigation: Did management investigate?
- Fair Investigation: Was it fair and objective?
- Substantial Evidence: Is there proof of guilt?
- Evenhandedness: Consistent application?
- Proportionality: Is penalty proportional?
"If this discussion could in any way lead to my being disciplined or terminated, or affect my personal working conditions, I respectfully request that my Union steward be present at this meeting. Without representation, I choose not to answer any questions."
- □ Discipline notice/write-up
- □ Complete personnel file
- □ All investigation notes
- □ Witness statements
- □ Surveillance footage
- □ Timesheets & attendance
- □ Related emails
- □ 3-year comparator history
- Know your contract: Calendar days or working days?
- Clock starts: From incident or when member knew/should have known
- Waivers must be in writing — verbal doesn't count
- When in doubt, file early — you can withdraw later
- File first, investigate after — never miss a deadline
- Every grievance filed (same day)
- Management refuses information request
- Weingarten rights are denied
- Time limit issue or extension needed
- Multiple members affected (potential group grievance or ULP)
- When in doubt — always call
Printable Forms
Click any form below to open a print-ready version. Use your browser's print function (Ctrl+P / Cmd+P) to print or save as PDF.
Key Contacts — IUOE Local 1
John Sutton, Business Manager
📧 john@iuoelocal1.org
Contact for all grievance questions, time limit issues, and union representation guidance. Every grievance filed should be reported to this office the same day.
📧 training@iuoelocal1.org
For training questions, certification verification, continuing education, and steward development programs.
📧 info@iuoelocal1.org
General inquiries, membership services, dues, and in-person support. Office hours: Monday–Friday.
If a member is being disciplined or investigated outside normal business hours, contact the Business Manager directly. Weingarten rights don't wait for office hours.
When in doubt — always call. It's better to call and not need to than to not call and miss something.