I understand the differentiation between the bargaining agent and the management team. The difficulty is that it really is about changing the cultures. If you're changing the culture, you need to be able to populate them, which means you actually have to help the bargaining agent do that.
As someone who used to do this for a living as a bargaining agent.... Yes, quite often we don't have enough actual people, which means you actually have to help us populate them. Whether that seems fair or not, the reality is that all of us, except for a very few in the bargaining agent world, work for you, not the other way around. So it becomes an issue of how to do that. It is a significant cultural change.
I'm curious, because the initial implementation of the legislation clearly gets driven--and please don't take this as someone who's coming from a particular bent, that somehow I see this as only one dimensional. The legislation implementation is really a top-down driven process to start with, as it should be, because it is coming from this direction down. So the question becomes, how are you seeing it? I recognize the measurement process is just starting and we're trying to collect some data.
The initial feedback from those who are experiencing this cultural change at the workplace level.... What are you hearing from that perspective, as to whether they are still seeing this as being driven at them? Or are you seeing any uptake in the sense that they believe they're now engaged in the actual change?