Labour skeptical about win-win

The question of a less adversarial model in labour-
management negotiations is something that has been debated for many years. The European or Japanese models versus the North American model have been written about extensively. If a “less adversarial approach” would enable us to achieve better collective agreements for our members, then of course that would be our objective.

It has been our experience, however, that most employers only become “less adversarial” and talk about “co-operation” when they want something that will benefit them.

There are numerous examples of large employers as well as small employers in a host of industries in Canada that have, during difficult economic times, approached various labour organizations wanting to extract concessions; this is normally accompanied by promises of future employer co-operation. It is also, usually followed by an acute case of amnesia on the part of the company.

Certainly good planning and good communication are important components in avoiding adversarial negotiations that could result in labour disputes, but that requires a commitment from both parties involved in collective bargaining.

Additionally, a less adversarial approach to labour relations must encompass not just the collective bargaining process but also in the day-to-day administration of the collective agreement. I have been approached by senior members of management about attempting to improve a labour relations environment.

Invariably this is in situations where a hostile atmosphere has developed with a high level of grievance and arbitration activity taking place. Employers must be prepared to ensure that any level of co-operation between the union and the employer must be accompanied by a commitment that front-line supervisors are prepared to treat our members with dignity and respect on the “shop floor.” Without that commitment, co-operation between the union and the company is meaningless.

The United Food and Commercial Workers in Canada (UFCW) has many members who are active volunteers in their union. They receive training and work as union stewards and serve on various committees. By working with management on important issues, such as health and safety, we often find solutions to potential workplace problems before they become full-blown conflicts. Certainly most of these bilateral approaches are mandated through the applicable provincial or federal legislation, but it does indicate that where the parties legitimately work together they can improve the workplace and avoid conflict.

UFCW Canada appreciates that changes in the workplace are inevitable.

Accordingly we want to be proactive in worker training through our UFCW Canada National Training Program. We now have 10 training centres across Canada that conduct an array of courses in both job-specific and “portable” personal skills. Some local unions have adopted a joint training approach with some employers with varying degrees of success.

As a union, UFCW Canada is committed to ensuring that workers have dignity in their workplaces. There are some pretty basic issues of respect and dignity that sometimes get forgotten in the workplace. If a less adversarial approach is the way to go, maybe this is the place to start.

Michael J. Fraser is the Director, UFCW Canada.

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