Many of today’s managers have no experience of dealing with industrial action. As unionised workplaces are become more militant about imposition of changes, Martin Addison looks at what support managers need during a strike.
Organisations typically aim for a partnership, not a stand-off with their unions. However, in the public sector, the sheer scale of the spending review cuts has unleashed a growing concern that we could be facing a period of industrial unrest and coordinated strike action. The private sector has also been impacted, as companies, such as AstraZeneca, British Airways and Coca-Cola have recently experienced costly strike action because of issues such as pay, changes to employment terms and pension cuts.[1]
Mention the word ‘strike’ and many people will call to mind the 1978-79 ‘winter of discontent’ and the 1984-85 miners’ strike. Today’s unions may not have the power of their predecessors but nonetheless 57% of public sector workers are union members[2] – 15% in the private sector –so any industrial action certainly has the potential to be significantly disruptive.[3]
Management perspective
Strikes can not only have a detrimental impact on revenues and end users, they can also have a negative impact on the working relationships within the organisation concerned. Any decision to strike can divide the workforce: some will support the action; others will oppose it. Any manager who has to deal with the stresses, conflict situations, dilemmas and confused loyalties that can arise in a strike will find the experience incredibly challenging.
For HR practitioners, the challenge is to support managers; so that they feel better prepared to cope with industrial action should it arise. Here are some guidelines that you can give to your managers:
1. Know the rules.
Managers don’t have to be experts in employment law but they do need to know what’s expected of them and where the lines are drawn. HR and the senior management team should make clear what support is available to managers and the organisational policies that apply.
Stakeholders and suppliers should be informed about the nature of the dispute, the possible duration and its likely effect. The police should be informed of the likely size and location of picket lines. Remember, only workers from or near the workplace are allowed on the picket line, except for union officials who may be regional. Strikers cannot prevent vehicles or people entering or exiting the premises. Picketers can approach people and hand out leaflets but they are not allowed to stop people going about their normal business. There are agreements that limit the number of strikers allowed on the picket line. Find out what applies to your situation.
Managers should always keep the ‘end game’ goal in mind: that is to facilitate a smooth return to work when the strike is over. They should try to remain neutral, respectful and professional; however there will always be ‘grey areas’ of industrial unrest. Managers should use their common sense and make the rules clear but they should also treat each situation on its own merits, rather than slavishly sticking to the rules every time.
2. Keep lines of communication open.
Industrial action can awaken emotions in people that you might not expect. When strike action appears imminent, working relationships with colleagues on different sides of the divide will change. Managers should meet with their team and ask them to remain professional. They should allow their team members to air their views and they should address any concerns promptly.
If any strikers decide to return to work, the HR team and the managers involved should consider ways to help them do so, perhaps by using different entrances. If any non-striking staff consider taking sympathetic action, their contractual obligations should be pointed out. It is probably a breach of their employment contract as it constitutes unauthorised absence from work.
3. Be assertive, not aggressive.
Anything that happens during the strike is likely to taint the atmosphere when everyone returns to work. Managers should try to avoid conflict and confrontation. However, if a dispute goes on for a long time, it can sometimes escalate into a hostile situation. If this happens, managers must show leadership. People will be looking to the manager and gauging the situation by his or her reactions. It will be important for them to assert control but not to show aggression. At all times, they have to see it as a professional dispute and not personal.
4. Set an example to restore relationships.
When the strike ends and people return to work, there may be some lingering animosity. Managers should try to calm the situation and get the team to work together to resolve any ongoing issues.
Visible leadership will be critical at this time. Managers should set the example by role modelling the behaviours they want to see in others. They should also provide a forum where people can air their views and tackle any grievances quickly and professionally. It may be that people agree to disagree. It is important to be clear and fair with any disciplinary action.
With the increased threat of industrial disputes, every organisation should ensure that their managers are fully equipped to cope in the event of a strike situation. How a manager handles a dispute will have a significant impact on the organisation’s ability to perform, once the dispute is over.
Note: These tips are taken from a new video-based learning resource, called Industrial Action: A Manager’s Guide. Produced by Video Arts in association with Pukka Films, it shows how managers can prepare for and deal with industrial action and it gives a flavour of what it’s like to be in the middle of a strike situation. Designed to stimulate discussion on how to respond to industrial action, it includes advice on running a training session lasting from 90 minutes to a half-day. Further details, including a free preview are available form www.videoarts.com/strike.
[1] See also Tom Flanagan’s article ‘all out?’ in The People Bulletin, 5 November 2009 and the news story ‘Industrial relations down the Tube’ in The People Bulletin, 18 June 2009.
[2] See also the Economist’s Briefing ‘(Government) workers of the world unite!’ on public sector workers on 8 January 2011.
[3] See also: http://stats.bis.gov.uk/UKSA/tu/TUM2009.pdf