The (ir)relevance of trades unions

If trade unions had relevance, people would join them. But the world has moved on and unions have not. The UK workplace today is a significantly better place than it was in 1972.

So says former trades union official Rory Murphy in a lengthy article in the Financial Times which discusses changes in attitudes and approach when union officials switch sides, so to speak, and take management positions with companies where their relationships in earlier roles were often confrontational.

For students of change in the UK workplace, the FT’s article is very good and worth reading.

Many of the points in the article are thoughtful, especially the quotes from ex-union officials now in management jobs, how they are able to see the changing workplace and how that has had a major effect on their perceptions of employer-employee relationships especially in unionized workplaces.

Some highlights:

Patrick Eraut, employee relations manager, British Airports Authority (previously a negotiator with Unify, the finance union, now part of Amicus):

Two months into the job, he had to advise on the dismissal of a union representative. While as a union official he had “represented people who deserved to be dismissed”, he nevertheless felt a conflict in helping to oust a trade unionist. “I was clear that the grounds were solid, but I couldn’t help thinking that if only there had been more dialogue years earlier, it wouldn’t have been necessary.” Today, he has no doubt that he is there to represent the interests of BAA; what is more, he no longer feels instinctive sympathy with workers when he reads about industrial disputes. “There is so often fault on both sides,” he says.

Aceneth Williams, human resources manager, Derbyshire Police (previously shop steward with Unison at the same organization):

The day-to-day job is comparable to what she was doing before: listening, advising, smoothing out misunderstandings. Yet she advocates what has become an unfashionable view in HR circles: that part of her role is to “represent” employees. She explains that observing working life from both sides had led her to doubt the concept of “sides”: “It’s all about doing the best for the individual and the best for the organisation. So often, conflict is down to management style, rather than anything more serious.”

Such changes are also two way, with someone in a management role moving into a union role and how perceptions appear different. An alternative viewpoint:

David Fleming, national officer at the finance section of the Amicus union (previously a management consultant):

Mr Fleming says he can understand people wanting to make career moves. But he adds: “I doubt anyone who fully believes in the values of the trade union movement can move into management and maintain those values. You have to ask if it’s disillusionment or if they are the victims of change.” […] “Every day you see the need for collective representation and collective negotiation, backed up by political and campaigning muscle. Only trade unions can provide that. Management tactics can be astoundingly crass – whether it’s sacking people by megaphone, outsourcing or asset stripping. We are never going to go away. You just have to keep making the case [for unions].”

Financial Times | From shop floor to boardroom (paid sub)