Page 31 - PWM2023_SEPTEMBER

BETTER BUSINESS

While workers lose pay when they strongly believes can lower the tem-
strike Sharp thinks that “action is perature of a dispute. He advocates
sometimes needed to bring an that: “The best way to prevent strike
employer to the negotiating table; action is to have a direct and trans-
with the cost-of-living crisis biting parent communication feedback
hard, workers need a fair response loop between staff on the shop floor
from their employers”. He considers and the owners of a print business,
this course of action pertinent for with upper management kept in the
many public sector workers, “whose loop and tasked with resolving issues
real pay value has already been cut by
several thousand pounds in the last in a timely and reasonable manner.”
decade or so”. Of course, sometimes the manage-
For him, strike action is a working ment and owners are one and the
tool: “We’ve seen lots of successes same, which in Perring’s view
where employers have responded “makes this process more straightfor-
with better deals. But the slowest ward”. But if staff requests cannot be
negotiations have been in the public reasonably accommodated, then he
sector. It took ministers many recommends telling staff why this is
months before they even came to the so, and offering a compromise solu-
negotiating table”. He thinks that tion.
response is unacceptable as “pay It follows that the better an
negotiation is a normal part of indus- employer’s channels and relation-
trial relations; ministers can’t just opt ships are with their workforce and
out”. representatives, the better the
But for Acas, as Glasgow com- chance of anticipating and avoiding
ments, “our role in this is not to judge strikes. “A strike,” says Glasgow, “is
either side’s actions. We understand an option of last resort, so should
the pressure both sides face, but we rarely come as a surprise. Thus regu-
also know that the best way to find a lar forums and joint working groups
mutually acceptable solution is to provide an opportunity to work
towards compromise... provided they
talk about it honestly and openly.” are engaged with meaningfully.”The
Conciliation isn’t anything new
and its roots in the UK can be traced evidence does suggest that on the
Interestingly, Brendan Perring, general manager of the Independent back to the Conciliation Act 1896. whole that talking works. Acas
Print Industries Association (IPIA), is of the view that over the last decade at This led to the government of the day recently commissioned YouGov to
least, the main cause of strike activity within print businesses was a commu- launching a voluntary conciliation ask employers and employees
nication disconnect between staff, management and owners. He says that and arbitration service which gave whether they thought parties in dis-
this generally happens “when a drive for profit or turnover growth is at the free advice to employers and unions pute taking strike action should
expense of adequate resource levels, and staff are expected to try and make on industrial relations and personnel involve Acas. The results, says
Glasgow, showed that 76% of
up the deficit through unrealistic productivity demands without adequate problems. employers and 71% of employees
compensation”. Evolving over the years, the service thought they should seek Acas medi-
He does feel that the disconnect “can be exacerbated if team feedback is became Acas – the Advisory, ation to resolve the situation. She
not being transmitted to owners consistently and transparently by upper Conciliation and Arbitration Service reminds that Acas has a “great track
management”. – in 1974. Its purpose, as Glasgow record and years of experience” in
That said, Perring has seen disputes arise – as has Glasgow – where there states, to “provide an impartial and helping resolve disputes between
is ordinarily good communication along with realistic productivity expecta- confidential space to have the neces- employers and trade unions; its
tions. He says: “Outside factors such as rapid inflation and a fall in real- sary dialogue to help the parties find intervention helps parties to achieve
terms wages have lead to unions balloting strike action to leverage wage their way through their issues”. a positive outcome in more than 90%
increases”. of disputes. She adds: “Our service is
Some might say that there have been more attempts to resolve situations. Reducing the risk of strikes free, independent and impartial, so
Others suggest that employees are being hardnosed about calling and ballot- We all innately know that talking we are in the best position to support
ing for strikes. But from a logical standpoint, whenever a strike is called it is leads to solutions. Indeed, Sir parties in dispute and would always
a clear indicator that workers feel strongly about the given issue. For many, Winston Churchill once com- recommend talking to Acas.”
who ordinarily aren’t militant, the decision to vote for strike action is not an mented, that “jaw-jaw is always bet- However, the service is voluntary;
easy one to make; few can afford to lose a day’s pay, so strike action is a very ter than to war-war”. Acas can only provide help if both
visible sign that they want the employer to listen to what they are saying. And this is something that Perring parties agree.

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