• CPD for Members of the Law Society of Upper Canada:
  5.5 Substantive Hours; 0 Professionalism Hours;
  Not accredited for New Members
• This program has been approved by the Law Society of New Brunswick for 5.5 Continuing Professional Development hours.
• This program has been approved by the Law Society of Saskatchewan for 5.5 Continuing Professional Development credit hours.

Negotiating without knowing the real costs of items on the table immediately puts you at an obvious disadvantage – after all, how can you bargain with any effectiveness when you don’t know the costs of things you are dealing with? In this workshop seasoned negotiators will explain the principles of costing, giving you the tools necessary to achieve your most advantageous deal. These experts will take you through the key elements of a workable model of costing and will help you work through a variety of practical scenarios drawn from real-life experience at the bargaining table. Topics to be covered in this workshop include:

• Costing Wages: How are average wages calculated in a multi-tier wage structure? How do overtime and holiday work schedules affect average cost per employee per hour? What about other indirect costs associated with increases in payroll such as WSIB assessments? Can employers unilaterally adjust overtime and holiday work schedules based on business needs? What are the current trends and patterns in wage increases? In a period of low inflation is end-loading preferable to front-loading of wage hikes?
• Costing Benefits: How should the cost of benefits be determined? How are intangible benefits, like ongoing training, health and wellness programs, child-care facilities, gym, etc., calculated? In what areas are benefit costs rising? How can the cost of benefits be taken into account when negotiating other terms of the collective agreement, such as wage increases, so that both the employer and union are satisfied?
• Total Compensation: How is total compensation calculated? How are roll-up costs and other hidden costs factored into the calculation? What is the relevance of this figure? Should negotiations start by agreeing to a total compensation cost that the employer is willing to pay based on revenue and production forecasts?
• Strategic Considerations: How does the function of costing fit into the broader strategic approach to negotiations? How should negotiators factor workers’ subjective valuations of benefits into their costing strategy?
• Sectoral Considerations: How does the approach to costing differ between the public and the private sector? Will public sector “net zero” compensation policies impact the approach to costing?
• Using Technology: What are the advantages and disadvantages of using computer software in costing? What tools are available and which are recommended? What should be kept in mind when constructing costing spreadsheets?

Also available in this Toronto conference series:
Conferences Wednesday, December 7
	Bargaining in the Broader Public Sector Conference
Thursday, December 8
	Labour Arbitration Conference
Pre-Conference Workshops Tuesday, December 6, 2011
	Strategies and Tactics in Bargaining: Practical guidance on the bargaining process and on interest-based bargaining
	Harmonizing Contract Language and Legislation: Integrating your collective agreement with labour-related legislation (human rights, employment standards, health and safety, etc.)
Post-Conference Workshops Friday, December 9, 2011
	Joint Investigations of Violence and Harassment: Working together for psychological safety
	Dealing with Difficult Employees: A legal guide for unions and employers
	Attendance Management Policies: Balancing attendance and performance expectations with human rights and privacy concerns
	Making Your Case: Presenting evidence at arbitration