Going through the joint staffing training with my labor co-lead helped strengthen our relationship as co-leads and build our partnership within our team. The foundation of working together successfully will be done with transparency and honesty. I’m motivated to follow through with the joint staffing process as this is an opportunity to work closely together to ensure daily staffing meets the needs of our members and patients, making it a win for our members and our team. 

—Eileen Rodriguez, assistant service unit manager and UBT management co-lead, obstetrics/gynecology (left)

The joint staffing training helped my management co-lead and me align our approach and strengthen our collaboration. It also gave us the confidence to tackle the joint staffing plan we are creating with our team. Partnership can be a strength that helps our workers understand various topics, like staffing metrics. The joint staffing process is work, but it is worth it. When labor and management plan together, everyone wins.

—Laura Hayes, medical assistant and UBT labor co-lead, SEIU UHW, obstetrics/gynecology (right)

I’m a proud veteran of the U.S. Air Force. Working in partnership was necessary. During my tenure, our motto was ‘Work smarter, not harder.’  Veterans bring a level of engagement and a diversity of training that most civilians don’t have.  I’ve brought that experience to all my roles at Kaiser Permanente, where I advocate for patient care, first as a respiratory care practitioner and SEIU-UHW union steward and, most recently, as a union partnership representative, which I adore.  I enjoy the team development part of being a UPR. I train, encourage, and assist teams in developing relationships and improving patient outcomes, which is why we work in health care.  The strength of the Labor Management Partnership is the ability to change and develop to fit real-world needs. In partnership, we need to relearn and re-engage with the basics of unit-based team principles. We must look to incorporate technology while maintaining the human touch and compassion.  From the Air Force to KP, a high-functioning partnership increases morale, improves attendance and empowers all UBT members. As a 16-year employee of KP, I know that a strong partnership sets us apart from other medical centers and positions us as a national health care leader.

I started in Environmental Services at Kaiser Permanente at 18, just after graduating from Oakland High School. I had no idea what I wanted to do, but I was told it was a good place to work. The entire time I was in EVS, I was going to school. After 4 years, I moved into medical records and eventually engineering. I continued to attend school during that time. I used to clean the Support Services administrator’s office. After 29 years, I’m now a Support Services administrator. But I took the long way. I didn’t take advantage of the education trusts supported by the Labor Management Partnership. That’s why I always encourage partnership union members to make the most of the education, training, and career advice opportunities negotiated by the Alliance, Coalition, and Kaiser Permanente. I know navigating the different departments at KP can seem like a mystery but keep learning and you can grow your career.

At the beginning of the COVID-19 pandemic, I saw a need for help, especially because of short staffing, so I became a licensed vocational nurse. I chose Kaiser Permanente because of the preventable health care model. I want to help people before they get sick. Even though we continue to work through staffing issues, the flu clinic team is passionate about what we do. I love our managers and our team. When I give members a flu or COVID vaccination, and their expressions change from worry to smiles, they give air hugs and high-fives – that's a highlight on chaotic days.