Managing Unionized Employees: A First-Time Supervisor's Guide to Success
- linnearader
- Sep 15
- 6 min read
The first time I had to address a performance issue with a unionized employee, I spent several sleepless nights reading and re-reading contract language, worrying about grievance procedures, and second-guessing if the pending discipline was really that important as well as every word I planned to use in the conversation. I had heard horror stories about managers who made small mistakes that resulted in grievances, arbitrations, and damaged relationships that lasted for years.
Over time, I discovered something that no training had taught me: most union representatives want the same thing you do, a productive, respectful workplace where good employees thrive and problems get resolved fairly. The adversarial relationship that many new supervisors fear isn't inevitable. Now…I'm not saying it's always easy, everyone agrees and it's sunshine and roses, I'm saying overall, we have the same goals.
But here's the reality: managing in a unionized environment does require different skills, knowledge, and approaches than non-union supervision. The rules are more formal, and the processes are more structured. Understanding how to work effectively within this framework isn't just about avoiding problems, it's about creating positive relationships that benefit everyone involved.
If you're a first-time supervisor stepping into a unionized environment, or if you're struggling to find your footing with union relations, this guide will help you understand what you need to know to be successful.
"Most union representatives want the same thing you do, a productive, respectful workplace where good employees thrive and problems get resolved fairly."
Understanding the Union Perspective
Before you can manage effectively in a unionized environment, you need to understand why unions exist and what they're trying to accomplish. This isn't about whether you personally support or oppose unionization, it's about understanding the reality of your work environment and the legitimate concerns that unions represent.
Historical Context
Unions developed to protect workers from unfair treatment, unsafe conditions, and arbitrary management decisions. While workplace protections have improved significantly over the decades, unions continue to serve as advocates for increased wages, benefits, different working conditions, and due process in disciplinary matters.
The Protection Mandate
Union representatives are legally obligated to represent all members fairly, even in situations where they personally might agree with management's position, or even think what their union member did was downright dumb. It doesn't matter; they need to fairly represent them.
Then, toss in right to work in Michigan. With right to work, the union has to represent anyone covered by the contract, even if they aren't members (it's a bit odd to be honest). Understanding this helps you avoid taking union advocacy personally and recognize it as part of their professional responsibility.
Common Concerns
Most union concerns fall into several categories:
Fair treatment and consistent application of policies
Safe working conditions and adequate resources
Reasonable workloads and schedules
Respect for seniority and established procedures
Clear communication about changes that affect members
Look at the list again and see if any of these seem unreasonable to you…I'm guessing you look at that list and see that the concerns align with what you, as a good new supervisor are aiming to provide for your team. So please realize, the conflict often comes not from disagreement about goals, but from different perspectives on how to achieve them.
Know Your Contract (Really Know It)
The collective bargaining agreement (CBA) is your roadmap for managing unionized employees. It's not optional reading, it's the foundation of your supervisory authority and the framework within which you operate. If you rely on your HR person to know it all and you don't...read that part again please!
Key Sections to Master
"Think of that for past practice as well as your choices moving forward as they will create past practice for the future."
Management Rights: Understand what authority you have and how it can be exercised appropriately. This section typically outlines your ability to assign work, set schedules, and make operational decisions.
Documentation Procedures: When things go right or wrong, as a supervisor, it's your job to document the situation. Know what needs to be documented, when and how. If it isn't documented, it didn't happen.
Discipline and Discharge: Understand the progressive discipline process, what constitutes just cause, and what steps must be taken.
Past Practice: Pay attention to how things have been done historically. If patterns exist, if things are handled a certain way, even if they are different than the CBA language, they are now "law." They are binding even if they aren't in your contract. Think of that for past practice as well as your choices moving forward as they will create past practice for the future.
Building Relationships: The Foundation of Success
The most successful managers in unionized environments are those who build positive relationships not only with their employees, but also the union representatives based on mutual respect and shared goals.
Start with Common Ground
Begin conversations by identifying shared objectives. You both want:
A safe, productive workplace
Fair treatment for all employees
Clear communication and minimal surprises
Resolution of problems before they escalate
Success for the organization and its employees
Regular Communication
Don't wait for problems to arise before talking with union representatives. Work with your management team to establish regular communication channels to discuss:
Upcoming changes that might affect union members
Budget constraints or resource challenges
Training opportunities and employee development
Safety concerns or operational improvements
Transparency and Trust
Be honest about challenges, constraints, and decision-making processes. Union representatives are more likely to work with you when they understand the full picture rather than feeling like they're being told only part of the story. Just take that thought and put it to yourself, don't you work better with all of the information? They are just the same as you!
Respect Their Role
Acknowledge that union representatives have a legitimate role in the workplace and that their representation of members serves important purposes. This doesn't mean you have to agree with every position they take, but it does mean treating them as partners rather than adversaries.
Working with Union Representatives
"Union representatives can help you communicate changes to members and can provide valuable feedback about employee concerns."
Union representatives, whether stewards, business agents, or elected officials, are key relationships that affect your success as a supervisor.
Understanding Their Position
Union representatives are elected or appointed by their peers and have obligations to their membership. They may take positions that seem unreasonable to you but make sense from their perspective of representing member interests.
Professional Courtesy
Treat union representatives with the same professional courtesy you'd extend to any workplace partner. They have legitimate roles and responsibilities that deserve respect.
Information Sharing
Share information appropriately and in a timely manner. Union representatives can help you communicate changes to members and can provide valuable feedback about employee concerns.
Problem Prevention
Work with union representatives to identify and address potential issues before they become formal problems. They often have insights into employee concerns that can help you prevent larger issues.
Building a Positive Labor Relations Culture
Great labor relations don't happen by accident, they're built through intentional actions and consistent commitment to mutual respect and problem-solving.
Joint Problem-Solving
Look for opportunities to work together on workplace improvements:
Safety initiatives
Efficiency improvements
Training programs
Policy development
Recognition and Appreciation
Recognize good performance and positive contributions from union members just as you would with any employee. Don't let the formal structure of labor relations prevent you from acknowledging excellent work.
Professional Development
Support training and development opportunities for union members. This demonstrates your commitment to their success and often aligns with union interests in member advancement.
Open Door Policy
Make yourself accessible for informal discussions about workplace issues. Many problems can be resolved through conversation before they become formal grievances.
Coming Next: In our next post, we'll dive deep into the practical side of union management: handling disagreements, managing performance, navigating the grievance process, and avoiding common pitfalls that can damage your relationships and credibility.
What challenges have you faced building relationships in a unionized environment? What strategies have helped you establish trust with union representatives? Share your experiences in the comments.
As always, carry social kindness with you everywhere you go. The world needs you and your positive mindset!
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