The pandemic upended collective bargaining as we knew it. Now, as we return to in-person bargaining, there are both incredible opportunities and new challenges to navigate.
The pandemic upended many things about our lives, both in our personal lives and in our workplaces. Collective bargaining was no different. Early in the pandemic, bargaining almost ground to a halt while everyone waited to see what was going to happen; we turned our attention to remote work, vaccine mandates and accommodations. Eventually, we had agreements expiring and had to bargain. Some parties rolled agreements over with little change for a year, hoping it would be over by then. It wasn't. We have all had to face the reality that we have to negotiate, we have to address important issues, and we have to find a way to do that.
We started bargaining virtually. Zoom, Teams and Webex became important tools, and to our surprise, agreements were reached and it worked. Somehow. It wasn't our first choice, but we found a way.
Now, with gradual returns to in-person work across most sectors, we are returning to in-person bargaining as well. And this return presents both an incredible opportunity and some new challenges.
The Opportunity
After two years of virtual bargaining, the return to in-person negotiations is a chance to reset relationships, rebuild trust, and approach bargaining with fresh eyes. The parties who take advantage of this opportunity will find the table more productive.
There is also an opportunity to bring new issues to the table — issues that the pandemic surfaced but that weren't addressed in emergency bargaining: remote work policies, health and safety frameworks, mental health supports, and new ways of organizing work. These are important conversations that need to happen, and the return to in-person bargaining creates the conditions to have them.
The Challenges
The pandemic also created economic and labour market conditions that make bargaining genuinely difficult. Inflation has returned after decades of absence. Labour shortages have shifted bargaining power in some sectors. The psychological strain of the past two years has left many negotiators — and their constituents — with less patience and more anxiety than they had before.
A Framework for Success
The parties who will succeed at the post-pandemic bargaining table are those who:
- Acknowledge what the other side has been through - Come to the table with genuine proposals, not just positions - Build time for relationship repair into the process, not just deal-making - Are honest about what is possible and what is not - Take the long view — the relationship will outlast this round of bargaining
The return to the table is an incredible opportunity. Treat it as one.
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