Labor relations is not just an HR function; it truly is a core leadership responsibility. Suppose your team is a current union organization or considering unionization. In that case, your frontline managers have to be trained to interact with unions not just legally, but also strategically and respectfully. Having untrained managers can quickly escalate potential issues without realizing it. Here is a comprehensive guide to train managers on effective union interactions.
Why Union Interaction Training Is Essential
Frontline managers are the face of leadership for employees. In a union setting, it is important that they are well informed and able to interpret and apply the basics of collective bargaining agreements (CBA). The CBA serves as a rule book for engaging with union members and representatives, navigating union grievance procedures and resolution steps, and addressing other matters relating to the union staff.
When you have untrained managers, situations can quickly snowball into grievances or even unfair labor practices (ULP) charges, and it is vital to avoid any unlawful conduct under the National Labor Relations Act (NLRA). The right training fosters respect, trust and compliance, setting a strong labor-management relationship.
Components of Union Interaction Training
- Legal and Contractual Knowledge: To effectively navigate labor relations, managers must possess a solid understanding of the legal and contractual obligations. Being familiar with the employees’ rights under the NLRA, the right to organize, engage, and participate in union activities, as well as a thorough knowledge of the terms and limitations of the current CBA, ensures the managers are positioned well for success.
- Effective Communication: Key to any successful labor-management relationship is respectful dialogue. Remain neutral and calm in response to union inquiries or concerns.
- Conflict Resolution Skills: Train managers with informal problem-solving techniques, with a clear understanding of whether an issue stems from a simple misunderstanding or is an actual contractual violation.
Elevating Training for Long-Term Impact
To build a lasting, positive labor relationship, training must go further; basic knowledge of compliance is not enough.
- Understand Why Unions Form: Recognize that union activities occur due to employees desiring a fair and safe work environment, and not because they are attacking the company. Managers should avoid getting defensive and try to understand that this is how employees feel and that this is their way to have more say at work. For more insight, read our article on how to respond when employees are considering unionizing.
- Review the CBA: Understanding and using the CBA correctly helps the business stay compliant, as every CBA is different and significantly alters terms on wages, staffing, grievance procedures, or benefits from what is listed in company policies. Do not assume unclear language; when in doubt, reach out to your specialists. Do not risk a mistaken interpretation that could be costly. For tips on preparation, read our article on negotiating effectively under a collective bargaining agreement.
- Emotional Agility: Since CBAs can sometimes cause confusion or disagreements, it is important not to get upset or defensive. Instead, managers should listen carefully, anticipate the issue, understand the concerns, and respond calmly. This practice can avoid possible grievances and maintain a good working relationship.
- Creating a Culture of Union-Ready Leadership: Training should not be a one-time event; it should be a core leadership competency. This means including labor relations training for all managers who will be handling a union employee.
Preparing Managers for Productive Union Engagement
Labor relations is not just an HR function, it is a leadership responsibility. Whether your organization is currently unionized or exploring unionization, managers must be prepared to engage with unions legally, strategically, and respectfully. Without proper training, minor missteps can lead to grievances or unfair labor practices. Training should include legal and contractual knowledge, respectful communication, and effective conflict resolution. It should also address emotional agility and the ability to apply the collective bargaining agreement effectively and consistently. Redstone GCI supports government contractors with customized labor relations training, CBA interpretation, and compliance consulting to equip managers with the tools they need to lead confidently in a union environment.
Training managers to work with unions isn’t just about following the rules; it’s a smart way to run a better business. When managers have the right skills and mindset, they can lower risks, build trust with union employees, and create a stronger, more positive workplace. The goal isn’t to control the union, but to work together for a better place to work.
Senior Managing Consultant
Hibah joined Redstone Government Consulting, Inc. in 2023 with a wealth of progressive human resources experience in the federal government contracting industry. She provides HR consulting services to our customers on a vast array of issues, to include Service Contract Act, negotiations and administration of Collective Bargaining Agreements, resolving complex employee relations issues, conducting investigations, providing policy and procedure development and guidance, HRIS advisement and other HR-related compliance initiatives. Hibah stays abreast of the various requirements of the Department of Labor and, of great importance to government contractors, the Office of Federal Contract Compliance Programs, as well as other federal and state regulations impacting human resources.
Professional Experience
Prior to joining Redstone Government Consulting, Inc. Hibah served over 11 years in various HR roles within government contracting. She started her career as a Program Assistant to support proposal development and contract bidding. She soon transitioned to the HR department where she began as a Recruiter and grew into a Sr. HR Business Partner. During this time, she worked on the full employment life cycle from recruiting, onboarding, policy development, job descriptions, employee investigations and off boarding. Her primary focus became compliance and administration of SCA contracts and Collective Bargaining Agreements, to include negotiating, reviewing trends and employee relations. She supported executive leadership while working closely with management and employees to improve work relationships, build morale, and increase productivity and retention.