The Tribune

MAINTAINING a strong relationship between employer and employee can be key to a company’s ultimate success. If such a relationship is in place, employees will be more productive, loyal, efficient and create less conflict.

Yet for many years, even before the creation of trade unions, corporate Bahamas has been struggling to find equilibrium in employee/employer relations. Many managers shudder when they think of unions organising their business, and adopt an antagonistic approach to any organised labour involvement.

One of the great feats in human resource management is getting a labour relationship specialist to the bargaining table in good faith with the trade union representative, and adopting a mindset fixed on amicably resolving workplace matters.

Labour relations specialists are vital in preparing information for management to use during the collective bargaining process. Using their vast knowledge of economics, wage data, labour law and collective bargaining trends, these people interpret and administer employees’ contracts with respect to grievances, wages or salaries, employee welfare, healthcare benefits, pensions, union practices and other stipulations.

Labour relations managers often implement industrial labour relations programmes to oversee compliance with the union’s negotiated contract. Since more companies are seeking to avoid litigation or strikes, these specialists are essential for serving as a liaison in resolving disputes between employees and management.

In the daily work of labour relations specialists, they are typically responsible for developing labour policies; overseeing the management of industrial relations; negotiating collective bargaining agreements with the union; managing grievance procedures to handle complaints from unionised employees; advising the human resources staff to ensure compliance with the contract; consulting with executive management to get input into aspects of personnel policies; developing new or revised union contracts; compiling information on statistics; and maintaining records of wage and salary surveys or correspondence.

With that somewhat extensive overview of their role and responsibilities, here are a few reasons why companies should not exist without labour relationship specialists and, more importantly, why there must be a strong commitment to working in harmony with unions.

Employee Productivity

When unions and labour specialists work together, and agree that high employee productivity and efficiency is the goal, the company thrives and employees perform at a higher level.

Lower Turnover Costs

Every time an employee leaves, a company incurs costs relating to their separation and replacement. Unions working with labour specialists help reduce employee turnover because of greater management-employee communication, and because workers can affect their environment in ways other than leaving their job.

Product and

Service Quality

When employees have greater input into the production process for a good or service, the quality increases, as there is greater commitment on the part of those making or delivering the end-product.

Workplace Health

and Safety

Worker health and safety has historically been a major goal for unions, and if labour specialists can agree on their companies to meet the required standards for safe work zones, success occurs. A safer workplace benefits a company as it reduces worker compensation costs, absenteeism, health insurance costs and productivity.

• NB: Ian R. Ferguson is a talent management and organisational development consultant, having completed graduate studies with regional and international universities. He has served organsations, both locally and globally, providing relevant solutions to their business growth and development issues. He may be contacted at tcconsultants@coralwave.com