A record year for strikes

The Office of National Statistics has recently published its latest figures around industrial disputes, one of the highlights being the record low number of days lost to strikes, with a similar low for other forms of industrial action.  So, does this trumpet the success of the Trade Union Act 2016?  In short, no.

To those of us involved in industrial relations the latest figures are unlikely to come as much of a surprise. The statistics around strikes have been running at record lows for a number of years now. What IS strange is that, unless they have a record of doing so, many employers remain reluctant to engage constructively with unions.  This often seems to their being wedded to views of the role and operation of unions that weren’t even that accurate in the 1970s, from whence they originate.  Indeed, if you genuinely want to communicate with your staff, the structure and training they can gain through a union presence can make the process significantly easier and more efficient.

So why have I attached a picture Charles de Gaulle airport? Well, mainly because French Air Traffic Control is virtually synonymous with “on strike”, and I was drawn to a recent article examining industrial relations in France and how it relates to the UK. An interesting factor in France is that union membership is only around 8%, meaning that it’s really only union representatives who join.  This phenomenon was examined in Economist magazine back in 2014:

…the real source of French union strength today is the statutory powers they enjoy as joint managers, along with business representatives, of the country’s health and social-security system, and as employee representatives in the workplace. Under French law, elected union delegates represent all employees, union members or not, in firms with over 50 staff on both works councils and separate health-and-safety councils. These must be consulted regularly by bosses on a vast range of detailed managerial decisions. This gives trade unions a daily say in the running of companies across the private sector, which accounts for the real strength of their voice.

So, in effect, people in France don’t join trade unions because they don’t need to, so long as there are enough people willing to act on their behalf.

Returning to the UK, there has been a long-term downward trend in unions taking strikes, one that was well established well before the Trade Union Act 2016 kicked in to make taking industrial action more difficult.  For the last several decades, unions have been adapting to increasingly exacting legal requirements to take industrial action, meaning it is still perplexing why the TUA 2016 was put in place at all (and it remains unclear if it is consistent with human rights legislation which enshrines the right to withdraw labour).  Unions’ main approach has been to become more effective at influencing, better prepared to be persuasive negotiators and of more constructive value to employers that are prepared to engage constructively with them.

I’m currently working with several clients, some of whom face difficulties engaging collectively with their workforce because they lack representative structures, and others that simply want to improve how they interact with their unions to the benefit of everyone in the company.  The common theme is that, if you want to avoid disagreements with your staff, discuss things with them substantively and discuss them early and, ideally, draw out any ideas they can add.  The better people understand the problem, the better they will understand the solution.

I’d be interested to know your thoughts on this subject, so please leave a comment, but if you’d like to discuss this topic more directly please contact me at malcolm@strathesk.co.uk or give me a call on 07736068787.

 

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