The new UK Government seems determined to resolve the long standing pay disputes. For the first time in a long time, we have heard ministers refer to the cost of NOT resolving disputes rather than just the cost of resolving disputes. Like many other people, I find that very sensible and refreshing. Unlike some people, I don’t think its weak or a waste of money to invest in the skills and futures of people doing the critical jobs we need to keep the economy moving, ensuring the jobs remain attractive to others and not pursuing a race to the bottom in terms of wages, productivity and conflict.
It is a job of Government and employers to resolve disputes with their employees. It shows that they understand that there is an inherent difference or conflict between employers and employees. It is a job of an employer and a union (if there is one) to sit down, talk, listen, share information, resolve, rebuild, move on.
What we have been used to in the UK is the total opposite. How dare you disagree with us, who do you think you are, what’s it got to do with you, do as you are told, we need to teach them a lesson, we won’t budge whatever the cost to the public, the taxpayer, the customer, the worker, the economy.
Of course, it won’t all be plain sailing, but seeing employers, unions and the UK Government meeting together to start to talk about a new partnership heralds a significant shift in direction. Good companies do this anyway. They listen to their employees, they create space for genuine dialogue, they accept differences of opinion as opportunities for diverse thinking. They don’t always agree but they manage conflict effectively without digging themselves into holes.
While resolving the pay dispute is a good starting point, further work needs to be done to build long term constructive employment relations. There may be a number of underlying issues to be explored and understood about how work is organised, about workload or stress, about management style, about changes that are needed and how this change will be managed.
There is a great opportunity to jointly understand some of these issues and build new ways of working. Well designed and faciliated joint sessions with leaders and union representatives could lead to a better understanding of the current situation from different perspectives. If there is a desire to change and both parties can agree on what needs to change, they can create a positive new sense of direction. Ideally, solutions can be designed by leaders and employees using problem solving groups or action teams. This is not an easy option but it is more likely to work, be realistic and be accepted. It also creates a different culture, more listening, more engagement and more buy-in for the future.
The Government can’t make employers and unions pursue constructive employment relations. But they can lead by a different example and create a different atmosphere. This is not just about new laws, although they are important to provide protection and balance power. It’s about a new context and environment, one where talks will be held between Government and unions in dispute. One where employers, unions and the Government will come together to talk about how more constructive relationships will help improve UK productivity and where there will be a value put on employee voice. It’s been a very long time since that has happened in the UK and it’s understandable that some of us have a sense of anticipation and excitement about how constructive employment relations can make a difference to individuals, organisations and the country.
Comments