In the post-COVID world employees have gained leverage, and labor unions have become more significant. Workers at large multinational corporations, including Amazon and Starbucks, are organizing and drawing headlines. Sometimes, this is to the detriment of the employer.
For example, the National Labor Relations Board sued Starbucks for allegedly retaliating against three employees who had been organizing a union, according to NPR. Workers United reports that 28 out of 31 Starbucks attempting to organize have voted in favor of having a union. More than 220 in 31 states have pursued having union elections.
Having employees who are union members has great implications for Human Resources. Managing union talent requires a more refined employee-employer relationship and a set of special skills. Understand the responsibilities of HR leaders:
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Collective Bargaining
Collective bargaining is the process of negotiating compensation and benefits, including hours, paid time off (PTO), insurance, and safety practices, with union employees. The two groups might also have to negotiate operational decisions, such as moving headquarters. For HR's part, it must be able to negotiate successfully and find suitable conditions that meet the needs of both the employer and employees. Being able to compromise and find middle ground can help improve employee engagement.
Training Managers
Another responsibility of HR is training managers to build relationships and effectively negotiate with unions. These are particular skills and require a basic understanding of the legality of unions, the rights of all the players, and soft skills, including communication, negotiation, and compromise.
READ: Your HR Guide to Unions
Building Bridges with Non-Union Workers
Often, one division of a company might have union workers while another is composed of non-union workers. This may result in different treatment when it comes to contracts and policies. HR leaders should be able to work with both sets of employees and try to keep harmony among team members. This can be tricky and requires deftness and diplomacy.
Conflict Resolution
Human Resources leaders are well prepared to handle grievances and conflict resolution between employees. However, union employees might have the right to union representation depending on the collective bargaining agreement terms. As a result, in these instances, HR leaders must work with a union representative to find a resolution.
Deducting Union Dues from Paychecks
Union dues are a reality of organized labor. In some cases, the duty of deducting dues from paychecks can become the most complicated task for HR professionals. First, they must ensure the correct amount is being deducted. Second, some states require non-union employees to pay dues as well. The reasoning is that these workers will also benefit from collective bargaining, but it causes some non-union workers to get resentful. Diplomacy becomes a necessity here, too.
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Wage Increases
HR leaders negotiate wage increases and any changes to the compensation and benefits package with union leaders. The point is to increase people's wages to ensure they are livable and keeping up with inflation and the times. It's meant to be a matter of fairness. Many unions also refer to the spillover effect, which is the idea that when one group's economy improves, it helps the others. In other words, when union workers get increased wages, non-union workers may get lifted, too.
An Extra Step in Termination
Anyone who is planning to fire a union worker should expect to have to deal with union representatives. HR leaders who are terminating their professional relationship with a union employee must consult the company's lawyer to ensure the cause and procedures are by the book. The same is true for those who are investigating or disciplining an employee.
Unions are gaining strength and prominence in the new workforce. Therefore, HR leaders must prepare themselves for the responsibilities that come with having union workers. They should educate themselves about the various tasks required throughout the union employee life cycle and how to manage union and non-union talent.
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