Since the UK election, there have been positive comments made about the first meetings between the Government and unions on some of the long running disputes in the public sector. For the first time in a long time, we have heard sensible language from both parties, focusing on the complexity of the problems to be solved, including the non-pay issues that affect employees and how they feel about work. In stark contrast to the IR style that went before, this has been described as "grown up industrial relations" as opposed to "antagonism and gimmicks".
It will great to watch this "grown up industrial relations" in action, culminating in a positive resolution of the disputes. A fly on the wall might see both parties listening to each other, understanding issues from different perspectives, not digging holes they can't get out of, not making it personal, exploring options because they are beginning to trust each other and finally reaching an agreement.
Without wanting to get too carried away, this feels like an opportunity for a reset and renewal in industrial relations, certainly in the public sector. It would be positive if this also has a knock-on effect across all sectors that have been impacted by conflict over the years. To make that happen, we urgently need to build interest and capability in collective employment relations, an area of HR neglected for too long (but I have gone on and on about that before... ).
I have spent the last few weeks working with a very special group of people looking at rebuilding relationships after conflict, dissecting what it takes - skills, process, governance, tools, roles. We were agreed that when a dispute is over, there is an opportunity to reset industrial relations in that organisation. Using case studies from my own career, we looked at how to get commitment from the key parties for change and the range of diagnostic approaches you can use to understand areas for improvement. We explored how to facilitate joint sessions of unions and leaders to enable them to set out a new approach to collective ER. We looked at joint problem solving groups used to address specific challenges. There are many barriers and obstacles along the way when trying to change industrial relations ways of working so that was high on the agenda too.
Both parties must want to learn from what has happened and want to do things differently, understand the root causes of the dispute or breakdown in relationship and work on these issues. If not, they are likely to be back in the same place again very soon.
It's very early days in the UK public sector, but I hope both parties are able to resolve their differences for the benefit of employees, service delivery, patients, the travelling public and to improve the public mood. I also hope that this has a knock-on effect and improves our approach to collective employment relations in the UK (including an investment in collective ER skills). It's time to invest in the skills of "grown-up" industrial relations.
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