Conflicts with union employees can be challenging and costly for service operations. They can disrupt the workflow, damage the reputation, and lower the morale of the staff. However, with some proactive and respectful strategies, you can prevent and resolve them effectively. Here are some tips on how to do that.
The first step to resolving conflicts with union employees is to understand their perspective and interests. Why are they unhappy or dissatisfied? What are their goals and demands? How do they communicate and negotiate? By empathizing with their situation and listening to their concerns, you can build trust and rapport with them. You can also identify the root causes of the conflict and the possible areas of compromise.
In my experience when i taken over a company in MD, followed the basic principles to align the Union on company growth. Instead of big money Focus on their Canteen hygiene and Food, dresses and shoe - give two pair more, toilets try to make it top class. This three action lowers the undercurrent. Further try to share the business targets with them, explain month targets , cost reduction , kpi’s , production bonus. I have taken the company from debt to net profit in 11 months. Next stage is digitisation and data to have real time monitoring. Need to come out of classical and orthodoxy approach with Union. You need to believe Union is for betterment of company.
Important to be proactive and collaborative. Meet regularly, build relationships and communicate. Treat people as people and understand motivations. Conflict is always difficult - harder to negotiate when you lose trust. Broaden understanding of markets, business goals, accomplishments of teams & company. Few simple goals, establish purpose and highlight key wins.
A memory stands out in my mind regarding the union perspective. My Pop, a union steelworker introduced me to his elder co-worker when I was about 5 years old. The gentleman only had 2 fingers left on his hand, and of course I noticed that while shaking his hand. Very kindly he told me, "Your father will retire will all his fingers. That's what the union did. We made the factory safe" My father retired with all his fingers. We have unions to thank for a "Safety First" manufacturing culture.
Dealing with unions in England, it's important to approach matters with caution. Union representatives can be passionate and assertive, and their legal knowledge, often self-taught, can make negotiations challenging. They may have a set agenda that might not align easily with legal frameworks. Sometimes, I have reasonable clients who prefer to settle quickly to resolve the claim. On the other hand, when working with a sophisticated client who is firm in their stance, cases can escalate all the way to the courtroom. Unions might persistently pursue their case, even when the likelihood of success is low. The key is to remain objective, maintain a calm demeanour, focus on the core issues, and remember to take deep breaths to manage any stress.
The first to solving every problem is understanding it first. An understanding of a problem gives one the ability to analyze critically and propose appropriate measures that will lead to a lasting solution.
The second step to resolving conflicts with union employees is to follow the contract and the law. The contract is the legal document that defines the rights and obligations of both parties. It also outlines the grievance procedures and the dispute resolution mechanisms. You should be familiar with the contract and adhere to its terms and conditions. You should also respect the labor laws and regulations that govern the union's activities and rights. By doing so, you can avoid violating the contract or the law, which can escalate the conflict and result in penalties or lawsuits.
This is most important factor. When this is used as the actual basis for discussion on critical points, one can resolve alot through openness and transparency.
Understanding the obligations placed on both parties either through common law principles or through the labour laws is critical in managing relations between trade unions and management. In employment relationship both parties need each in order to ensure that the organization achieves its objectives. Each of the parties cannot exist without the other.
Legal compliance is the minimum standard. Always treat the law and people with respect. Lots of practices get established outside of the contract and can become part of the operational model. Be careful it setting precedents with individuals or teams as they usually will be applied or asked for across the organisation. Fair treatment of all staff and ongoing contractual reviews with new hires and existing staff can help maintain alignment to goals and purpose.
Following the contract and the law is foundational to a healthy employer-union relationship. Adhering to contractual agreements and legal requirements demonstrates respect for the agreed-upon terms and helps prevent conflicts. On top of that, always stay informed about labor laws and regulations at the local, state, and federal levels. Compliance with the law is essential for avoiding legal issues and maintaining a positive relationship with the union.
The third step to resolving conflicts with union employees is to communicate clearly and respectfully. Communication is the key to understanding and resolving any conflict. You should communicate with the union representatives and the employees regularly and transparently. You should inform them of any changes or decisions that affect them, and explain the reasons and benefits. You should also invite them to share their feedback and suggestions, and acknowledge their contributions. You should communicate with them in a respectful and courteous manner, avoiding any insults, threats, or ultimatums.
Company’s communicate directly and openly - generally called formal communication. However, what really matters is informal communication where staff may misinterpret what is being said - man agent should listen to the informal communication and redirect and support key messages. Good to reinforce by catching people doing things well and letting everyone know.
Effective communication is an art that involves skillfully expressing thoughts and ideas with both clarity and respect. Clarity is achieved by opting for concise, well-organized sentences that resonate with the audience's perspective. Moreover, active listening plays a pivotal role; acknowledging diverse backgrounds fosters a respectful and inclusive dialogue. Carefully selecting words to consider their impact and cultivating a positive and open-minded tone contribute to fostering a more constructive and harmonious environment for meaningful dialogue. Communication, at its core, demands more than mere presence—it requires an engaged and present participation in the conversation.
Effective communication involves understanding levels of engagement with organized labour. Communication at workplace forum involves engaging shop-stewards on any matter of mutual interest including policy matters that would have direct impact on members of the trade union.
This is not easy, Union reps in most cases, do not want to listen to points of correction as per contract clause, and need to turn this situation in their favour. One can also replace the Union with Management,as similarly, they act in the same manner.
Clear and respectful communication is crucial in any workplace, especially when dealing with union employees. Effective communication helps build trust, fosters understanding, and minimizes misunderstandings that can lead to conflicts. Hence always be transparent about decisions, policies, and changes that may affect employees. Open communication builds trust and helps employees understand the reasons behind management decisions. At the same time, maintain a respectful and professional tone in all communication. Avoid language that may be perceived as confrontational, and be mindful of how your words may be interpreted.
The fourth step to resolving conflicts with union employees is to collaborate and problem-solve. Collaboration is the process of working together to find a mutually acceptable solution. Problem-solving is the process of analyzing the conflict and generating alternatives. You should collaborate with the union representatives and the employees to find a win-win solution that meets their needs and interests, as well as yours. You should also involve them in the implementation and evaluation of the solution, and monitor its progress and outcomes.
When we collaborate, focus point is very important. One has to navigate the nonsense from the essence. 5 persons will see things differently, so chair in a manner, that everyone focuses on the essence of the problem/disagreement.
When we collaborate,it makes it easier for both the employer and union to understand objectives of the organization and that of the union. In doing this the both parties will understand the importance of working together to achieve the goals of the organization and that of the union mutually exclusive.
The fifth step to resolving conflicts with union employees is to seek external help if needed. Sometimes, the conflict may be too complex or contentious to be resolved internally. In that case, you may need to seek external help from a third party, such as a mediator, an arbitrator, or a lawyer. A mediator is a neutral person who facilitates the dialogue and helps the parties reach a voluntary agreement. An arbitrator is a neutral person who hears the arguments and makes a binding decision. A lawyer is a legal professional who advises and represents you in a court case. You should choose the appropriate external help based on the nature and severity of the conflict, and the availability and cost of the service.
The sixth step to resolving conflicts with union employees is to learn and improve. Learning is the process of reflecting on the conflict and its resolution, and identifying the lessons and insights. Improving is the process of applying the lessons and insights to prevent or reduce future conflicts. You should learn from the conflict and its resolution, and evaluate what worked and what didn't. You should also improve your policies, practices, and relationships with the union and the employees, and foster a positive and cooperative work environment.
Understand Union Dynamics: Educate yourself about how unions operate, their objectives, and their role in representing employee interests. This understanding will help you navigate interactions more effectively. Build Relationships: Foster positive relationships with union representatives and employees. Take the time to listen to their concerns, understand their perspectives, and establish trust through open communication. Training and Development: Offer training sessions or workshops for managers and supervisors on effective communication, conflict resolution, and negotiation skills. This can help in dealing with union-related issues constructively. Clear Communication Channels: Establish clear
Stay away from creating an adversarial atmosphere between management and labor. Management and labor count on each other to satisfy their respective interests. It should not be a winner takes all proposition. No one side should be doing all the talking. Every should come out a winner.
Find the common ground and issues on which both parties agree. That helps identify lose-lose proposition and prepares ground for 'dialogue'.
Cultivating good personal relationships with union representatives is vital to resolving conflicts in the workplace. Managers who build trust get better results. In my experience it was a great deal easier to resolve conflicts when there is no friction between the key players. Following an agreed resolution getting by in and agreement from the union members affected is essential. This should be discussed and agreed by the negotiators in advance of any settlement being implemented.
In my experience, negotiating with unions can be a tough call- communication, respect, understanding - if they can help solve the situation that's great. But not always possibly. It could help if: 1.) Management can create an alternate to the union pressure or at least float the idea of what if the talks fail - either it means restructuring the business model, letting go, or closure of business at all etc. It can help in settlement if unions understand management has other options. 2.) Buy time- Start communicating with customers, vendors, lenders about the situation and buy time to negotiate. Negotiating under time pressure might not be very helpful. 3.) Having allies within can be effective long term to understand shop floor pulse.