By: Gary T. Furlong, C. Med, LL.M (ADR), Queen’s IRC Facilitator
These are challenging times for public-sector finances, private-sector growth in a sputtering economy, and hard conversations at the collective bargaining table. With so many issues on the macro level, we sometimes lose sight of the day-to-day working relationship for all of our employees and bargaining unit members. For the vast majority of unionised and non-unionized workers, it is the day-to-day interactions that determine whether the workplace is a productive, engaged environment, or one that preoccupies everyone with conflict, grievances and problems. Where each workplace falls on that spectrum will largely determine productivity, quality, absenteeism, as well as retention and recruitment. In other words, success often depends on what we do every day in the union-management relationship.
Jointly Building a Productive, Constructive Workplace
Some important best practices can be implemented to achieve a healthy workplace that leads to commitment and engagement, t, jointly, by the union-management partnership. Consider some or all of the following five best practices for managing in a unionised workplace:
- Joint Training for Supervisors and Stewards
There is still a common mindset among management that once an employee is elected to the union, they now work for somebody else. Nothing could be further from the truth. The reality is that companies train their employees year in and year out – skill building is one of the best investments in the workplace. Union stewards and members of the executive do not cease to be employees when they take on a union role. In fact, they are even more engaged in the success of the business than they were before, now being responsible for hundreds, if not thousands, of employees/members. So, why wouldn’t the company consider their training just as important as any other workplace role?
Some of the most effective training that supervisors and stewards can receive is how to resolve issues at the front line. Skills-based training on joint problem-solving and conflict resolution can pay major dividends for both the company and the membership when stewards and supervisors are skilled at identifying and working together to resolve issues. As part of the training, both parties should be then expected to address issues at the front line, and not simply pushing them into the grievance process that often results in delays, simply because the front-line interface is ineffective.
- Application of Discipline
Another area for joint training for supervisors, managers, stewards and the union executive, is on the fair and appropriate application of discipline. Discipline is poorly understood and even more poorly applied in many workplaces, resulting in anger, frustration, disengagement and inappropriate behaviour on both sides.
A transparent, fair, and transparent discipline process that is jointly understood and applied benefits everyone in the workplace, including individuals who may indeed receive it. Most importantly, discipline should be preceded by clear discussion and engagement with the employee wherever possible and appropriate, minimize “surprises”. After all, properly applied discipline has only one purpose – to change and align behaviour. Almost everyone, when treated fairly, will make the changes required. And when the union and management are both applying the process fairly and holding each other accountable for everyone’s benefits.
By training all leaders in the workplace on the proper and effective use of discipline, and with all leaders knowing and understanding the process, formal discipline will be what it is supposed to be; the last resort, not the first action to be taken.
