The Current Reality
Ask a group of HR professionals and managers about their relationship with trade unions and you’ll hear a wide range of experiences, from collaborative and constructive, to complex and deeply challenging and the hardest part of their job! Then of course there are many who sit somewhere in between.
There are lots of reasons why these relationships don’t always feel easy, usually it is because of uncertainty, past experiences and quite possibly a lack of confidence in handling those ‘difficult’ conversations.
Sometimes relationships across the organisation - including with trade unions - can get stuck in a pattern of being combative rather than constructive, and this can be a sign of a simple habit that has become hard to break. It's just the way things are and it's not particularly helpful for anyone.
What the Numbers Tell Us
A recent ACAS report reveals something interesting, while working days lost to strikes have fallen by 96% since their 1979 peak (from 29.5 million days), employment tribunal claims have increased by 185% over the same period. This suggests we're not necessarily getting better at resolving workplace issues, we're just shifting where those conflicts play out. In my experience, this shift represents a missed opportunity. The opportunity is in having better workplace conversations that mean conflicts never need to escalate that far in the first place.
A Union Perspective
So where do we start if we want to move into a more positive space, let's flip the lens and consider the perspective of the trade unions?
Doug, one of our mediators at Pragmatism with 27 years experience as a Trade Union Full Time Officer, offers valuable insight. When I asked him about the biggest misunderstanding managers have about unions, he was clear - managers don't believe they share a common agenda. Doug explained that 'while we may not always be on the same agenda item, as long as we're focused on creating a successful enterprise that rewards all stakeholders, any misalignment can be worked through.'
Doug doesn't believe modern managers fear trade unions themselves, but they fear situations spiraling beyond their control. 'Conversations are constructive when it is clear to the union that there is a clear and genuine desire to work together to solve a problem or avert an issue from becoming a problem' he tells me.
Doug's perspective resonates with what I've observed across organisations. Too often I've watched potentially constructive conversations derail because managers walked in assuming they will be faced with opposition rather than partnership. The interesting thing is, once you shift this mindset, the entire dynamic has the opportunity to change.
However, shifting mindsets isn't easy when the current reality feels so challenging. Trade union representatives tell us that they experience mixed messages, conversations that feel scripted and discussion points coming across as decisions that have already been made. Usually these perspectives stem from conversations not happening at all, happening too late or happening badly! As we know, many managers are promoted for their technical competence rather than their skills in having these types of conversations.
Building Better Relationships
HR might be involved in discussions with unions from the outset, or get drafted in when things have got really messy. So what can HR people do to help?
The starting point is to encourage, support and most importantly role model good relationships with trade unions – this might take time and a touch of resilience. But it is quite possibly the best way to normalise early and honest conversations. It has to start with those relationships. So whether it’s a big consultation, an informal meeting or just an idea - talk early, really think about your intentions and share them (and maybe challenge yourself first if for any reason you feel uncomfortable about sharing your intentions!).
Jon is another of our Mediators here at Pragmatism, working closely with trade unions has been key throughout his more than 30 years in business and HR. He told me that early in his career, building trade union relationships was considered core HR work, though this shifted during the 90s and early 2000s.
Jon shared that he sometimes meets early-career HR professionals who express fear around working with trade unions, but he believes that today's HR professionals often have better emotional intelligence and greater influence on company decisions which creates real opportunity for positive collaboration. He also recognises that managers struggle to get their head around the fact that trade unions are not there to do them harm, stop them making decisions, they are not about consistent opposition, but there is a fear factor that many managers feel.
The Path Forward
I asked Jon for his key advice in helping to de-escalate issues. He was clear: "Try to understand the real interests of union representatives. When considering this alongside the interests of the organisation, most often you'll find there is significant overlap and commonality."
Jon sees that moment of recognition as the real turning point. Once you've found that common ground, he believes you have "a great reference point to come back to if the discussions get heated and more difficult." Having seen it work, I'd wholeheartedly agree.
For HR professionals, this isn’t about having all the answers or being present in every conversation. It’s about creating the conditions where managers and leaders start to engage early, communicate clearly and approach union relationships with confidence. When these things happen, conversations become easier, trust starts to build and fear no longer drives the relationship. That’s when real partnership begins, and it looks a lot like union reps being consulted early on changes, managers proactively sharing thinking rather than decisions and both sides genuinely problem solving together.
I spent my early HR years trapped in what I would call inherited fears about union 'control' before discovering that genuine partnership was not only possible but transformative. The turning point came when I stopped letting others' experiences define my relationships and started building my own. That mutual trust didn't happen overnight, but when it did union input became something I welcomed rather than worried about. I genuinely believe this shift is possible for anyone!
Watch the video!
If you haven't already clicked on the video and you can spare 9 minutes you'll hear what Jon and Doug have to say, and also the perspective of our MD Pete. All four of us are clear that there really is no need to fear working with Trade Unions!
