Corporations across the country are closed today to celebrate Labor Day, the unofficial close of summer. Last Friday likely marked the last Summer Friday of the year for those companies that still, in these tough times, offer such perks benefits to their employees. But, after this difficult year, as we celebrate with friends and families, it’s wise to realize just how far we’ve come from that first Labor Day “parade” in 1882…and how far we still need to go.

128 years ago, Peter McGuire and 100,000 workers took to the street to demand better working wages, more reasonable work days and safer work conditions. More strike than parade, this uprising put the conditions facing workers out in front of the public in a manner that demanded change and attention. And it worked. Shorter work days, safer workplaces, better pay all came to be. Legislation that resulted in OSHA took just short of a century to follow but for most, the workplace became a better place.

In recent years, focus on corporate reputation and a desire to win the talent wars — a byproduct of a robust economy — had led companies to vie for “best place to work” status. From a greater sensitivity to diversity and inclusion to on-site masseuses and lactation stations, Corporate America had put “keeping talent” high on the list of items necessary for a sustainable business and strong corporate reputation.

Today, in a tougher economy, where keeping staff seems less of a concern, it is tempting to forgo the niceties that were adopted to keep employees happy. It is tempting for a business to demand longer work hours when operating “lean and mean” to save costs. Forgoing the company summer outing is an obvious way to save dollars when things are tight.
But, to maintain talent and a reputation as a place that the best want to work, as the economy turns around, it will be critical for businesses to remember why Peter McGuire and others marched in that first Labor Day parade.

Exploding oil rigs that put workers lives at risk, collapsing mines and trapped miners, and scientific studies that show that those with jobs today are more likely to die young than the unemployed, remind us that at the heart of any business are its people.

Protecting and nurturing them is the best way to sustain a strong business and a healthy reputation amongst workers, customers and communities.

awadler General Corporate, Uncategorized Corporate Reputation, Labor Day, Labor Relations

Rumors of the death of The Employee Free Choice Act have been greatly exaggerated.    Today’s New York Times discussed further changes to the bill, including possibly dropping the “card check” provision of the legislation.  But before employers take a victory lap, read carefully.  

For sure, the card check provision -  which has been a central plank of the legislation and would have eliminated secret ballot elections by automatically certifying a union – was a huge concern for employers, and even called un-Democratic for the lack of privacy in voting.  But removal of this provision comes with other compromises - including possibly barring companies from holding mandatory employee meetings during an organizing campaigns, and requiring elections in a very fast timeframe after cards are signed.  It also may be required for Companies to allow organizing right on their property.   These compromises are still significant changes that fundamentally alter the dynamics of organizing efforts.

What does this mean for employers?

• You MUST have a direct relationship with your employees….which included interactive exchange and conversation – not just “messages.” Employees need to understand the benefit to them of a direct relationship with their employer
• Difficult decisions, and those that have an impact on employees, need to be communicated and “sold” – not just implemented.
• Employees must feel they are getting a fair deal…it isn’t enough to treat them fairly – they need to believe and acknowledge that they are being treated fairly.
• You need a campaign in a box before the organizers arrive – this enables you to act quickly to build on your foundation of “exchange” and educate employees before they have to make a choice that will impact them – and you – forever.

Unions count on the fact that big corporations aren’t nimble, and can respond with speed and effectiveness.   The time to think about creating a better foundational relationship with your workplace is now.

Carreen Winters can be reached at cwinters@mww.com

cwinters Employee Engagement Employees, Labor Relations

Just days after the President’s latest address, the seemingly singular focus on the economy has given way to a broader agenda -and the presumed “back burner” priorities such as healthcare and the Employee Free Choice Act are once again front and center.

Thus far much of the debate around Employee Free Choice has centered around the pro’s and cons of the legislation with a recent report dominating the news suggesting that an employee has a one in four chance of being fired for union activity.

Whatever your politics, this is a game-changer.  And whether the Act as it is currently written ultimately passes or not, one thing is crystal clear – organized labor is re-asserting its relevance in a way we haven’t seen in generations.  This should serve as a wake-up call to corporate leaders and managers everywhere. 

At the heart of the decision to seek third party representation is the employees’ relationship with management.  Is there mutual trust and respect?  Do employees have a voice?  Are their concerns taken seriously?  Do they get a “fair shake?”   If the answer to these questions is yes, the issue of EFCA is academic.  But if the answer is no, you need to take an honest look at your policies and your employee communications.  (Whether your EOS data will actually answer those questions is another topic for another day…too many of those surveys are designed to demonstrate that HR is doing a great job, rather than truly measuring employee opinion.  But I digress).

For sure, the issue of employee policies is key….no amount of access to management and no fancy newsletter will make employees feel good about lousy policies.  But the idea that employees only care about themselves is as outdated and untrue as the idea that CEO’s only care about profits.

In its simplest form, this is a communications problem.  Employees at all levels need to support the Company’s goals, and see their own success as intrinsically tied to their employer’s success.  This requires an understanding of the overall priorities, process for decisions, and when an unpopular decision is made the context and benefits of making that hard decision.   In the current climate, where fear of unemployment is at an all time high (reports the Associated Press) many employees are willing to sacrifice short term or personal gain for the longer term benefit of the enterprise…but only if they are actively engaged and committed to a shared vision, and believe that there will be shared benefits later.   

The good news is that actively engaging your employees now – which requires an emotional connection between the employee and the Company – has an urgent an immediate benefit to the Company, beyond smooth labor relations.   Employees who are engaged are better informed, less fearful and more likely to alert you to issues before they become big problems.  They are more likely to deliver the kind of service that helps you win and keep customers in this environment.  They are a competitive advantage, in any industry.   

So regardless of your point of view about EFCA, and the labor questions being played out in dueling op-eds and by television talking heads, make employee communications a priority.  

Not sure where to begin?  Start by listening.  But start today.  Tomorrow may be too late.

Carreen Winters / cwinters@mww.com

cwinters Employee Engagement Internal Communications, Labor Relations