For the vast majority of employees, it is the day-to-day interactions that determine whether the workplace is productive and engaged, or preoccupied with conflict and grievances.
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 unionized 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 each and every day in the union-management relationship.
Jointly Building a Productive Relationship
The best union-management relationships are built deliberately. They don't happen by accident. They require both sides to make a conscious decision to invest in the relationship — not because they agree on everything, but because they recognize that a better relationship produces better outcomes for everyone.
Key Best Practices
*Regular Communication*: The most effective union-management relationships feature regular, structured communication — not just when there's a problem. Joint committees, regular meetings between senior union and management representatives, and open lines of communication at the supervisor/steward level all contribute to a healthier overall relationship.
*Address Issues Early*: Problems that are addressed early, before they become grievances, are far easier to resolve. Both union and management representatives who are empowered and willing to solve problems informally save their organizations enormous time, money, and relationship damage.
*Separate the Relationship from the Issues*: Even in adversarial bargaining environments, it is possible to maintain a respectful, professional relationship. The parties who do this well are able to fight hard at the table and then walk out together for lunch. Those who can't separate the issues from the relationship find that every interaction is coloured by the conflict.
*Recognize Each Other's Roles*: Management has a job to do. The union has a job to do. When both sides understand and respect the other's legitimate role, the relationship functions much better. Problems arise when management tries to undermine the union's role, or when the union tries to manage the workplace. Clear role boundaries, respected by both sides, create a stable foundation.
The Return on Investment
Organizations that invest in the union-management relationship see measurable returns: fewer grievances, lower absenteeism, better productivity, and easier bargaining. The investment is not large — it is mostly time and intentionality. The return, however, is significant.
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