How can HR prepare for a long hot summer of strikes?
Our recent event on managing unions relations was especially pertinent in the light of rail strikers being joined this week by barristers and news of proposed strikes by Royal Mail, parking wardens, bus and airport staff and GPs.
What are the headaches facing HR?
Under the Chatham House Rule, delegates from large organisations discussed the challenges facing them right now: pay demands, cost of living increase, workloads, morale, disputes and breakdowns in union relations are all causing huge headaches for HR.
Why should you invest in your Trade Union Relations?
Right now, 61% of staff are disengaged – that costs the UK economy £340 billion per year. Good TU relations can reduce this figure. In fact, Union reps can reduce voluntary exits by between 11,000 to 22,000 employees per year, saving employers around £49-98 million. So there’s a solid business, as well as moral case for making your TU relations as positive as possible.
Solutions from our team of experts:
1. Recognise the positive work done by unions, especially during these tough times – H&S, equal opportunities and equality, fairness and advice and above all, a great sounding board for management.
2. Understand the union you’re working with. Most knowledge of how it works, from reps to the National Executive Committee, is legacy knowledge. Read their rule book, dull as it may sound. Make it your business to get to grips with the structure and functions so you understand the mechanics of the process.
3. Find and read your collective agreement; many are from decades ago or have been amended so neither side really has the whole picture. Find out if it’s legally enforceable. There’s no standard agreement and sorting it out now can save untold legal headaches down the line. In other words, avoid having a fight over how to fight.
4. Beware of creating a culture of wish lists. Every employer understandably wants to make sure employees are happy, particularly in the present post-Covid climate. But too-high expectations can lead to employee disengagement and exacerbate the belief that employers ‘always want to shaft us.’ Keep things realistic and communicate all the facts regularly and without spin.
5. Manage the expectations of the vocal minority and ensure you engage with the silent ones. Those who enjoy their jobs are less likely to speak out but may be more representative of the current workplace attitudes (and a lot less militant).
6. Ensure you understand the difference between recognition collective bargaining and collective agreement
7. Communication is key; issue joint statements if you can ensure all messages are the same, thus engendering trust in the decision-making process.
Essential Training for your Managers
Only 13% of managers have had unions training. In this current landscape, it is essential that both employers and Trade Unions work together on measures and resources to help protect workers' jobs and conditions as well as ensure the organisation's future performance and prosperity. Smart employers will be looking to invest in effective training and refresh their staff skills around negotiation and agreements to ensure satisfactory outcomes can be achieved.
A big thank you to our expert trainers from, Simon Long Senior Advisor - ACAS, David Hopper Partner - Lewis Silken LLP, and Derek Luckhurst. Training and Development Director - IPA for sharing your expertise at our recent Trade Unions Workshop.
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