Labour costs account for up to 70% of all operating
expenses at organizations with unionized employees. Managing
these costs is one of the keys to building a successful and
profitable organization. However, this is a challenging undertaking
as Unions are becoming increasingly more sophisticated in negotiating
collective bargaining agreements and influencing negative behaviours
Iqbal Ali is a seasoned Chief Labour Negotiator
with 8 years of experience and demonstrated success in achieving
employer-friendly collective agreements in relation to other
contracts in the sector. He delivers hands-on support, guidance
and results on the entire collective bargaining process and
on effectively managing labour-related issues, including assisting
organizations to minimize labour costs and maximize productivity.
Analysis and Projections
and Proposal Development
of Ratified Agreements
Labour Disputes and Grievances
Experience with Several Unions
Alberta Union of Provincial Employees
Canadian Union of Public Employees
United Nurses of Alberta (UNA)
Service Employees International Union
Construction and General Workers
Lead Spokesperson representing
management in over 15 rounds of collective bargaining
for heath care and general support staff units, including
new certifications / first collective agreements.
Managed the full-scope collective
bargaining process, including strategic guidance,
internal and external research, benchmarking, cost analysis
and projections, mandate and proposal development, contingency
planning, negotiations, and subsequent training and implementation
of ratified agreements.
Experience with new certifications
/ first collective agreements.
Addressed various labour
relations matters, including grievances, arbitrations
and investigations. Developed mutually respectful and beneficial
relationships with Union Representatives.
Provided guidance, coaching
and hands-on support to managers and supervisors
in dealing with a variety of employee and labour-relations
Drafted strike response plans.
Coordinated staffing, scheduling, transportation, and accommodation
arrangements for existing and replacement staff during two
Negotiated a Letter of Understanding
resulting in a 7% annual labour cost savings due to a mutually
agreed wage freeze and reduction of hours.
Led the Corporate Human Resources,
Labour Relations and Educations Services functions
in a multi-site seniors care and hospitality services organization
that grew from 800 employees in one province to 1900 employees
across three provinces during his 8-year tenure.
Spearheaded the Best Place
to Work Strategic initiative across all levels of
the organization. Achieved a 20% increase in employee satisfaction/engagement
results within a three-year period based on the Accreditation
Canada Work-Life Pulse survey instrument.
Successfully averted several
unionization attempts by fostering progressive management
and employee engagement practices.