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After the Strike - Some Experienced Advice
After strikes or lockouts, most organizations simply put employees back on the job. That is, they simply ignore lingering frustrations, resentments and anger which developed on both sides before and during the work stoppage. Left to fester, soon the same old cycle of negativity and petty conflicts toward the next major confrontation begin to appear. Once again, everybody gets set up to lose.
The alternative is never easy, but from experience we know the extra value it adds will more than justify the investment. To get past old grudges so they can move forward, managers and union leaders need to work at rebuilding constructive relationships. From our own direct experience Here are some ideas that will work for you:
1. The first day back
Do not place heavy work demands on employees. Instead, start by greeting them with the same hospitality you would show to anyone else you know but haven't seen for a while, and with clean work sites. For example, personally greet every returning employee at the door, or go around and speak with everyone on the shop floor and in the office. When doing so, your message might include the following:
- An agreement has been reached that settled the dispute
- Note the legality and due process of the strike, i.e. - we all did what we had to do
- Respect individuals' rights to have opposing points of view
- Our common workplace has been challenged in a significant way
- The climate may be strained for a period. This is normal and expected.
- Now let's move on, while working together to de-fuse inevitable future differences
While doing so, avoid seeming insincere, by being careful to NOT state any:
- Personal opinions
- Recounts of what occurred
- Sense of "winners & losers"
- Dumb platitudes
2. About a week after employees return
Arrange a meeting between local management and union leaders to collaboratively plan how the organization can get past the work stoppage. As a shared goal, propose the collaborative development of an 'ideal' working relationship as being mutually desirable, achievable, and worth doing.
3. After the second or third week back at work
Institute regular group meetings. In these meetings. Don't explain what happened - look forward rather than back.. Seek and apply employees' suggestions for working together more effectively.
4. About a month after the employees return to work
Local senior management issues a press release stating forward plans for the organization.
5. What to Expect from Returning Employees After the Strike?
Returning employees will:
- "Try management on", and otherwise express some of their pent-up frustrations.
- Look for someone to blame: "you forced us out"; or, "even though I am not a member of the union, the strike hurt me and my family." Not logical emotions but certainly real.
- Show you attitudes and behaviours that may be erratic and uneven. It is unrealistic to expect that everyone will wipe the slate clean, so don't expect an immediate return to normalcy.
- Try to replace lost wages - you may get lots of "volunteers" for overtime.
- Use grievance processes to go after concessions they might not have obtained through the collective bargaining process.
6. Leadership Roles
A strike is a shock to the system. As with anyone that has suffered a trauma, time must be given for the healing process. Also, leaders must show care and concern and help the employees through the shock. There is a future state and your job is to reassure everyone that that state can be reached.
Effective Leaders Learn Something From Every Experience
- Understand that resultant fear, resentment, and anger are normal human emotions that employees must be given time to work through
- Digest changes to the collective agreement, and be prepared for the application of it.
Effective Leaders Create Re-integration Teams
- Think of an integrated stable organization subjected to massive upheaval. The good, positive relationships built up over time have been put in jeopardy. There is a need to re-integrate and rebuild the relationships that have been affected.
- Employees, both union and non-union need to be involved in the healing process.
Effective Leaders Communicate Continuously
- The leaders must communicate extensively, intensively and continuously with all members of the organization. The goal is to create psychological safety and a mentality of "let's get on with rebuilding our relationship and service to the customer."
Effective Leaders ... lead!
- The organization's leaders must get out of their offices, show that they care, and are concerned and help the whole organization deal with the past and focus on the future. That demands a vision of an attractive future that everyone can share. So, champion a collaborative process to develop one, then maintain employee "buy-in" to make it work.
David Bratton, MBA is widely respected for his expertise gained as Senior Vice President of Human Resources at the highest levels of corporate business, and for his ongoing international work as President of Bratton & Associates, a Transitions Management Consultants company. Expert on Organizational Behaviour and Development, David is also a published author, and Adjunct Professor at The University of Toronto's Rotman School of Management. David is a regular contributor to businessmatch-maker.com.
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