Working with Unions: How to Establish and Maintain Relationships

Working with Unions
How to Establish and Maintain a
Working Relationship
with a Union Work Force
Steve Wise November 2010

Working with Unions
Forward -
My experience working with Unions started just over
twenty-three years ago.
I was relocated to a Manufacturing Plant that at
that time - had just over 250 Unionized Employees
along with 50 plus Administrative Personnel.
I entered this Shop as the Divisions Controller, just
after being promoted and relocated from the
Company HQ.
I could easily call the first several years as very
rough - Management and the Union did not have a
good relationship and were often at odds with each
other.

Working with Unions
Forward (con’t) -
Serving as the Controller - I only had indirect relationships
with our Union Workforce.
Five years later, I had the opportunity to jump disciplines and
become the Plant’s Material / Maintenance Manager - where I
served as for sixteen years - which did have direct Supervision
responsibility of Union Employees.
Due to working in a strained Union environment - I would
often come home and tell my Wife - that I would have enjoyed
working in a Non-Union Shop.
But as my years went on, I learned how critical it is to
maintain a working relationship with my Union brethren…and
enjoyed finding different ways to work with them in the
achievement of our Shop Goals.

Working with Unions
• This Training Module is directed to those with direct
responsibilities of a Union Workforce - both those in
Supervision and at Managerial Levels.
• The intent of this Training Module - is to discuss the critical
aspects that do arise when working with a Union Workforce -
and the actions that I found successful in dealing with them.
• This Training Module does not represent that such may work
in your situations - but is being offered as advice on what
has worked for me - along my way.

Working with Unions
 Union Workforce = Added Labor
 Be Ready to Listen
 “Don’t Show Your Colors”
 Find Ways to Engage Them in Your Efforts
 Stand Behind Your Supervisors
 Working to Avoid Grievances
 Giving and Earning Respect
 Meeting Organizational Goals...as a Team

Union Workforce = Added Labor
Anyone that works in a Union Environment - must know
and expect that such will create extra work - especially
for you as the Supervisor or Manager.
Such extra work will include - documentation of events,
participating in Union / Grievance Meetings, taking time
to cover absences of Union Officials, and the daily time
devoted to listening to various Shop Employees on various
Union Issues.
There is no denying that a Supervisor and Manager of
Union Employees will have additional work to do - but if
you are able to adapt to and engage them in your efforts
- you will end up with a dynamic workforce.

• I use to say that as a Manager over Union Employees –
that you basically needed to be a “Lawyer.”
• In fostering a working relationship with a Union -
there needs to be a “give and take” mentality - you
must support each others efforts to be successful.
• In addition, you must be able to identify the “battles”
that you can either win or need to win.
• Issues where there are strong differences - will take
much more of your time to address and resolve.
• You must be able to determine in the early stages –
which issues are worth your time and effort.

EXAMPLE: At my Shop – it was common place for the Support
Departments that I managed – to have various Members
serving as Union Officials – i.e., Union President on down.
o Such Department Members were often Forklift Drivers that were
responsible for supporting a Production Line.
o Upon being notified of Union Meetings that our Drivers had to
attend – we would replace them with trained Backups that were
assigned to other departments.
o The added work that we were faced with – was the time that it
took to find a replacement Driver – which could take anywhere
from 10 minutes to 1 hour plus.
o In addition, the replacement Drivers were not as efficient as our
Union Material Drivers – plus they were prone to make more
Inventory Errors that needed to be corrected.
o This resulted in not only extra time for my Supervisors – but also
the normal Union Material Driver when he/she returned.

Union Workforce = Added Effort
Skills / Traits that can greatly aide Your Efforts -
•Have Patience...and lots of it.
•Be a Good Listener.
•Treat everyone fairly – and Expect the Same.
•Do not lose focus on the Job at hand.
•Be able to clearly Communicate your Message.
•Involve / Engage Your People in Your Efforts.
•Be well Organized and able to Multi-Task too.

Be Ready to Listen
When working in a Union Environment – it will be
commonplace for you to be stopped often - so that
someone can convey an issue or problem to you.
Things that you will hear will normally include issues or
work practices that are in conflict with the Union Contract.
You will also hear of various People related issues that exist
often between a Supervisor and a Union Employee such as –
disciplinary actions, subpar performance, work procedure
conflicts, communication breakdowns, and safety concerns.
As a Supervisor or Manager – you must be available to hear
such issues and concerns – and be able to filter out which
ones have merit and require additional action on your part.

Be Ready to Listen
One of the worse things you can do as a Supervisor or
Manager – is to not have time for your People.
o This includes being too busy for them, or
o Not maintaining an open door policy, or
o Not getting back to your People as you promised
When your People need to convey a concern to you or to
simply ask you a question – you must be able to find time
to hear them.
Such does not have to happen the instant that they stop
you – but at an appropriate time shortly after they raised
their concern to you.

Be Ready to Listen
Actions that You can take in this regard include –
Listen clearly and without a preconceived stance.
If the concern / issue is outside of your responsibility –
advise them whom they should speak to regarding.
If you disagree with what has been said or choose not to
take action on – provide them your reasons why.
If you are not able to provide an immediate answer or
action to the concern raised – respond that you will look into
and provide a time when you will get back to them.
Upon raising a concern to you – turn it around and ask them
how they would propose to answer or act on their issue.

“Don’t Show Your Colors”
One fact when working with Union Employees - is that
there will be some in the workforce that will “test” you.
By this I mean that they will try to find your breaking
point - so that they can use somehow against you at a
later date / on another issue.
As a Manager or Supervisor – you must do your best to
show your People – that you can handle pressure, difficult
situations, various people problems, etc.
Whether you work with Union or Non-Union Employees – if
you are working in a high paced / high stressed
environment – there will be those Employees that will test
you…and you need to be prepared to deal with it.

EXAMPLE - I had a Supervisor that worked for me that
did not get along with one particular person of his
work group.
This particular Union employee would continually
test this Supervisor to see how far he could go with
him - before this Supervisor “showed his colors.”
These particular individuals ended up having a
several disagreements over a period of months - that
would result in myself and others getting involved to
referee and settle them.
I would often counsel and coach my Supervisor - that
he had to maintain neutrality and not lose his cool.
Unfortunately, one day he lost it - which ended his
career at our Plant.

Traits and Actions that can help you in this regard –
Whatever is said or happens – Keep Your Cool!
Don’t react irrationally or without thinking –
o Attempt to gather all of the facts first before
deciding / reacting to a situation or issue.
o Talk to numerous people to confirm your belief –
including both Management and Union Employees.
Be consistent with your actions and your message.
Walk Your Talk – i.e., if you say something then do it!
Be an example to your People – of the person that you
would like them to be.

Find Ways to Engage Them in Your Efforts
One of the most important ways to be a successful
Supervisor or Manager – is to engage your People and get
them to be a part of your efforts.
THIS IS MORE THAN SIMPLY DIRECTING THEM AS THEIR BOSS.
By this, you are reaching out to your People and finding
ways in which they become an extension of yourself –
o By getting them to believe in what you are doing.
o And wanting to accomplish it as much as you do.
Such actions on your part cannot be done all at once –
you will have to work hard at it over a period of time.

To be successful with Your Efforts, Your People must –
•Understand your goals and positions - and what you are
trying to accomplish.
•See that you are sincere and believe in your efforts.
•Recognize that your efforts / their efforts - will not only
benefit the Company – but them as well.
•Know that they are an integral part of your efforts – and
understand the role that you expect them to play.
•Hear you communicate the above clearly, consistently, and
frequently - with all members of your work group.

EXAMPLE – Inventory Accuracy (IA) was lacking at our Division
for various reasons. As a result, I lead efforts to improve our
IA that included input and hard work by those involved.
Our initial efforts were spent on discussing and identifying
areas that were leading to sub-standard results.
Requirements and expectations were then established for
critical Material Processes – which resulted in identifying
individuals that were not following required procedures.
Goals and benefits were communicated which included how
such efforts could improve Material Driver performance.
IA Improvement was attained and recognized as a result of
the Material Department working as a Team to accomplish.

Stand Behind Your Supervisors
When working in a Union Environment – the relationship
that you have as a Manager to your Supervisors and vice
versa – can become strained.
Such can result from one of your Supervisors not acting,
communicating, or directing their People - as you would
have like them to.
On the flip side, Supervisors can have issues with their
Managers – if they feel that they are caught in the middle
– and do not have the support of their Manager.
Such situations are only inevitable so both Supervisors and
Managers must be prepared for such events.

EXAMPLE – Over my years as a Manager, there was one time when I
failed to fully stand behind one of my Supervisors.
I had promoted this particular individual from the Material Driver
ranks. He turned out to be one of my better Supervisors.
One particular day – he had a verbal confrontation with one of
his People that he found loafing on the job.
This event and responses from both parties – basically turned
into a “he said / he said” event since there were no witnesses.
My Supervisor felt that he had enough proof to write up this
particular Driver – but I not and so elected not to action.
I learned from this event to do whatever I could to stand behind
my Supervisors – but also to set clear direction on what I expected
from my Supervisors in addressing Personnel Issues.

Suggestions for Managers to use –
Always set clear direction and communicate what you expect
from your Supervisors – in dealing with Supervisory issues.
Never assume that they know what you are thinking or that
they know your particular stance on addressing Union issues.
When they have a Union Issue – encourage them to meet with
you to discuss the course of action that you would expect.
Share with your Supervisors the experiences that you have in
working with Union Personnel – and discuss with them what you
would do in certain situations.
Work with your Supervisors so that both of you are on the
same page when it comes to dealing with Union Issues.

Suggestions for Supervisors to use –
Start with a Goal to work issues out with Union Personnel –
do what you can to address them at their start.
When necessary, document your issues or events with the
Union – you may need to refer to them later on.
Use others as a sounding board for your efforts including –
other Supervisors / Managers, HR Department, and even the
Union itself (i.e., those that you have a relationship with).
When conflicts occur, remember any eyewitness to an event
– and/or ask for another Supervisor / Admin person to be
present for any meeting to discuss.
Try to establish a working relationship with Union Officials
that are assigned to your Work Areas.

Working to Avoid Grievances
Grievances – are a fact of life when working in a Union
Environment – and one that most everyone must get use to.
Such are mechanisms that Union Personnel will use to
address and correct conflicts / differences between the
Union Contract – and various issues, people, actions, etc.
It should be the Goal of both Shop Management and the
Union – to attempt to resolve conflicts and differences
before a Grievance is filed.
Such action requires hard work and the establishment of a
working relationship in order to attain this Goal.
But if you are able to attain this Goal and resolve such
differences before they become Grievances – not only will
you save yourself time – but Union Officials and Union
Personnel will strive to resolve without formal arbitration.

EXAMPLE – A Plant Mechanic bid for and won a position in one
of our Support Departments. This move required him to learn
entirely different skills relating to Fabrication Machinery.
Such skills are learned over years of use and application –
and this Mechanic was struggling in some areas.
The Supervisor involved had identified shortcomings in the
Department relating to Efficiency and Quality – due to the
performance and output of this particular Mechanic.
His initial actions to address individual shortcomings were
met with stiff resistance and Union involvement.
In a joint meeting between myself, the two parties, and the
Union Rep – we identified additional Training this Mechanic
needed – which avoided a Grievance being filed.

Actions that I found useful in avoiding Grievances –
Maintain open communication on such issues – talk about
related issues freely and solicit input on how to resolve from
various People involved.
If a specific Individual is identified that needs action(s) to
address non-conformances – the Supervisor involved should
prepare for such work by recording details on why.
Upon the identification of a need – the Supervisor should talk
to the Individual and ask what is either preventing them from
achieving – or what additional help do they need to achieve.
Such action should start prior to implementing any
disciplinary actions – in order to give the Individual a chance to
correct or improve his / her Performance.

Actions that I found useful in avoiding Grievances (con’t) –
When holding such discussions to identify what is lacking or
preventing – make sure to set Target Dates on what Actions
need to be completed by when – and note accordingly.
Be sure to lean on others for advice such as seeking out the
most Senior or Most Knowledgeable Worker – and ask them for
suggestions to improve the identified problem.
Display a willingness to help your People – others will take
note and support you in your efforts.
Be receptive to ideas and suggestions from your People –
don’t take the path that “Your Way is the Only Way.”

Actions that I found useful in avoiding Grievances (con’t) -
When a formal meeting is necessary to discuss the issues –
hold them away from the workplace to limit disruptions.
o Ensure that the Union Member involved – has the appropriate
Union Representation.
o Communications at such meetings must be open and civil.
o Both sides should be able to communicate their position on the
subject matter including –
 Why the issue exists, and
 How they propose to resolve the issue.
o If the parties involved become too heated – the meeting should
be stopped to allow those involved to collect themselves.
o Set assignments to include who is responsible for and when.
o Manager or Supervisor should record meeting notes for future
reference.

Actions that I found useful in avoiding Grievances (con’t) -
Upon taking the above actions – make sure to keep the
activity and effort alive in order to achieve improvement.
Follow-up is essential – to ensure that the agreed upon
Actions are being taken and completed by their Due Date.
When performing Follow-up Actions – be open for and ready
to make Adjustments as needed.
When Improvement is realized / achieved – recognize the
Individual for attaining – and encourage further gains.
Make sure that you are doing all of the above with the
knowledge and support of your Manager and HR Department.

Giving and Earning Respect
One of my strong beliefs in being successful in the working
world – is that in order to gain Respect – you first must give
Respect…and treat others the way you would like to be
treated.
In a Union Environment – it is common place that one or
more Union Officials are hard to work with and may wear
their Union Support on their sleeves.
But you must recognize that they are elected Officials that
are responsible for representing their Union Body.
Therefore, you must give them the respect of the Office or
Position that they are serving as.
And as mentioned, establishing and maintaining a working
Union Relationship is that of a “give and take” mentality.

Actions that I found are essential for earning Respect –
Don’t Look the Other Way – If you see an infraction of any
kind – especially a Safety infraction – deal with it.
o The nature of the Infraction will determine how quickly that
you need to respond – i.e., Serious dealt with immediately.
o You must be prepared to act as needed and when needed – no
matter whom may be causing the infraction.
Be Consistent with Your Efforts – Say the same message,
perform the same actions, etc. – no matter who your audience
is or what conditions exist at the time.
Live Up to Your Promises – If you promise your People
something – than make sure that you carry through with it. By
not doing so, you will be looked as one that carries and
provides empty promises.

Actions that I found are essential for earning Respect (con’t) –
Treat Everyone Fairly – It is critical for you as a Supervisor or
Manager – to treat your People fairly. This includes actions
from disciplinary in nature to that of praise.
o This applies to all of your People – including your “stars” and
those that you have a good relationship with.
Be Strong in Your Decisions – Being a Supervisor or Manager is
not a popularity contest. Upon making decisions, I encourage
you to communicate them to your People as needed and stand
strong with the decisions that you make.
Walk Your Talk – One of the most important means of both
giving and earning Respect – is to say what you do and do what
you say.

Meeting Organizational Goals…as a Team
An Organization is very similar to a Baseball or Football Team
– its success is based upon how successful its People or
Departments / Units are in working as a Team.
o A Supervisor cannot be successful unless he / she has the support
and workings of his / her People.
o A Company President cannot be successful unless all of his / her
Departments are accomplishing their responsibilities.
In a Union Environment – an organization cannot be successful
unless it has the support and workings of its Union.
If such is not the case – you can rest assured that your efforts
will meet with resistance, take much longer to accomplish,
and fall far short of your goals and expectations.

My Recommendations for a successful Union Team effort –
Maintain Open Communications with the Union – and
especially with Union Officials.
o Be upfront with your Communications such as – why the effort is
needed, what it will do for the Shop, or what impact could it
have on your People.
When issues that come up that will require a joint and
sustained effort in order to achieve – clue the Union in as early
as you can and solicit their recommendations.
o By engaging them as a part of the effort – it will help promote
Union Personnel buy-in and support.

My Recommendations for a successful Union Team effort (con’t) –
Respond to Union Issues and Concerns in a timely manner.
o Doing so will show them that you care about their welfare and
their interests.
o And shows them that you listen to them.
Clearly communicate your Goals and Objectives of the
organization.
o Talk about them often and explain your results.
o Post on communication boards for your People to read.
o It is much easier for them to react and improve if they are given
current results data.
Follow-up on issues and concerns that are raised by the Union –
make sure that action(s) is being taken to address.

Encourage and solicit the input and recommendations of your
workforce on various matters…and use it! Examples include -
o Replacement of worn out Tools and Equipment
o Change in Work Procedures and Work Rules
o Cost Reduction Efforts
o Needed Quality and Efficiency Improvements
o Safety Concerns, Unsafe Conditions, and Accident Avoidance
Senior Management Involvement – Shop Personnel like to see
senior members of their organization come out and visit with
them – as well as hear from them on the Company Status.
o Such should happen at least twice per year.
o Such efforts are very visible and show all Shop Personnel that they
are part of the Organizational Team.

When holding Management / Union Official Meetings –
o Set the theme and direction of the meeting as “Working Together.”
o Management should always provide a Performance Status update –
including overall and departmental.
o If complaints or concerns are raised – only accept if they include
specifics regarding (i.e., who, what, when, why) – so that corrective
action(s) can be applied to the specific problem as soon as possible.
o Do not tolerate the raising and discussing of “old laundry” – the
focus and push must be how to improve for the future…together.
o Encourage and expect that Union Issues or Concerns be raised upon
happening and not saved for such meetings.
 Working on issues in their early stages are much easier to solve then
those that are left to fester, grow, and alienate People.

Working with Unions - Conclusion
My goal with this presentation – is to have offered you
some advice that you can use to help improve your
Union Relationship.
The experiences and recommendations that I have
shared with you, have come from working with a Union
for over 21 years.
During my days, I had my struggles and run-ins – but I
kept at it and found ways to reach out and engage not
only my people – but others in the Shop as well.
If you are struggling with your efforts in working with
your Union – don’t be afraid to ask others for help.

Working with Unions - Conclusion
The biggest piece of advice that I can give you – is find a
way to work with your Union.
Until you do, you will struggle not only with your
personal efforts – but with your work group as well.
If you have any questions or would like to discuss
further, feel free to contact me. GOOD LUCK!
Steve Wise
sdwiser@comcast.net

Working with Unions: How to Establish and Maintain Relationships

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