Lenten thoughts on unions facing crises

The season of Lent is a time when you can make an examination of conscience to reflect on your life and how to make it better. You can do so as an individual in examining your family life, but also in examining your working life.

Let’s say you are a union leader. What might be the scope and substance of your examination of conscience?

Here is an illustration taken from a major address that Bob King, president of the United Auto Workers, gave in June last year to the Center for Automotive Research Conference. Titled “A UAW for the 21st,century,” the speech drew on King’s 41 years in the UAW. It was a product of intense reflection on the state of his union both before and after the crisis of 2008-2009.

“Although triggered by the financial meltdown,” he said, “the crisis in the auto industry had its roots in behaviors and cultures – both within the companies and within the union – that were outmoded and unsuited for the 21stcentury…. The UAW of the 21st century must be fundamentally different from the UAW of the 20st century.”

The 20st century UAW, he said:

-- grew in an era of national rather than global economics, where employers did not face the intense pressure of global competition. The 21st-century UAW recognizes that flexibility, innovation, lean manufacturing and continuous cost improvement are paramount in the global marketplace.

-- joined with the companies in a mindset that it was the company’s job to worry about profits, and the union’s job to worry about getting the workers their fair share. The 21st-century UAW embraces as our own the mission of producing the highest quality, best value products for our customers.

-- was not primarily focused on the needs of the consumers, and we failed to champion forcefully or effectively enough the goals of preserving our environment for future generations through green manufacturing. The 21st-century UAW makes as a priority the interests of consumer safety, energy efficiency, and environmental protection.

-- fell into a pattern with our employers where we saw each other as adversaries rather than partners… Our new relationships with these employers are built upon a foundation of respect, shared goals, and a common mission.

-- tried to find ways to achieve job security, such as job banks, that in the end did not achieve the result we were seeking. The 21st-century UAW knows that the only true path to job security is by producing the best quality product, the safest product and the longest lasting product, at the best price.

-- reacted with hostility and resistance to the historic changes brought about by the globalization of the economy. The 21st-century UAW is adopting a constructive and positive approach to global trade and global development, and we are committed to being citizens of the world and achieving trade that spreads prosperity and lessens poverty.

King’s outline, even for a large national union with a global reach, offers ideas that could be adapted to other kinds of unions – even to U.S. unions in the public sector coping with their own crises. Take this variation on one of King’s points:

Our union will join our governmental counterparts in our joint mission to render the highest quality and best value service for the public.
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Principles for fair union elections

On the first day of business for 2011, the United Auto Workers [UAW] released a set of 11 principles for unionizing workers at Toyota and other foreign-owned factories in the United States.

Topmost of those principles is: “The right to organize a free trade union is a fundamental, human right recognized and respected in a democracy.”

The final principle declares that the union has a “Partnership in the mission of the employer”: “11. The UAW pledges that if the workers choose union representation, the union as an institution will be committed to the success of the employer and will encourage our members to engage in the employer’s successful achievement of its mission. The UAW and the employer will work together in fulfilling the mission of the employer. The UAW embraces a performance-based and participatory culture where the union contributes to continual improvement of processes and shared responsibility for quality, innovation, flexibility and value.”

Other principles, dealing largely with correcting problems in the present representational election procedures, are listed under these headings:

-- No coercion, intimidation or threats
-- No repercussions from management or the union
-- No wage or benefit promises from management or the union
-- Equal access to the electorate
-- Disavow any threats from community allie
-- No disparaging the other party
-- Immediate Resolution [of certain disagreements]

Secret ballot elections and collective bargaining are covered in some detail:

"9. The democratic right of workers to freely and collectively choose if they want to form their UAW local union is the workers’ First Amendment right. A secret ballot election incorporating these principles is an acceptable method of determining union representation if principles two through six have been adhered to, and if there is no history of anti-union activities. The parties may select an alternative method on a case-by-case basis that reflects the best process for demonstrating employee wishes. If the parties cannot agree on specifics of the procedure, an arbitrator may decide.


“10. If employees choose to unionize, the employer and union will engage in collective bargaining to achieve an agreement as soon as possible. The goal will be an agreement that takes into account the employer’s need to remain competitive; the dignity, respect, and value of every employee; the importance and value of full employee engagement and creative problem solving; and that provides a fair compensation system. The employer and the UAW commit to full information sharing and joint creative problem solving. The employees will vote on whether to accept the agreement. Disagreements between the union and company will be discussed in a respectful manner. If no agreement is reached within six months of recognition, the parties may mutually agree to mediation and/or interest arbitration to resolve any outstanding issues. “

The full text can be found at http://www.uaw.org/articles/uaw-principles-fair-union-elections, Read more!

New GM CEO praises unions

On his second day in his new job, Daniel Akerson, CEO of General Motors, sent a Labor Day message to GM’s 80,000 employees in the United States and Canada. After wishing them a happy holiday weekend, he wrote:

“I also ask that we pause for a moment of reflection on what this day means as we celebrate on what this day means as we celebrate labor’s contribution labor’s many contributions here and around the world.

“Of course, labor’s role in building up this nation and others is well recognized and rightly so. And coming from a union family, I know on a very personal level the good things that unions can do.

“I met recently with UAW President Bob King and Vice President-GM Department Joe Ashton at Solidarity House [UAW headquarters], and we agreed that, while we will not always see eye to eye on everything, GM will succeed to the extent that management and labor work together. I believe very deeply in that.”

(Akerson's note was an internal communication. The text was published later in Automotive News.)

GM and the UAW are scheduled to negotiate a contract that expires in September next year. King has said the UAW expect to win back some of the concessions it made as part of the GM governmental bailout last year.

Akerson, who holds a master’s degree in economics from the London School of Economics, has spent much of his career as an executive in communications multinationals. In July 2009, he was named to the GM board of directives as a representative of the U.S. Treasury, which owns a majority stake in GM.

In an address last month, newly elected UAW president King outlined the major changes the union is making to become a “21st century UAW.” See HRFW’s “A union’s ‘make-over’ for 21st century globalization" of August 11.

In what is probably a unique combination outside the building trades, Akerson comes from a union family, and King is the son of a former Ford management official.
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A union’s ‘make-over’ for 21st century globaliztion

One of America’s largest unions, the United Auto Workers (UAW), is undergoing a complete make-over, according to its newly elected president, Bob King.

The make-over is from a 20th century union to one geared to the 21st century, King said in a lengthy address on August 2 to ta conference of the Center for Automotive Research. As he sees it, a 21st century UAW is becoming “fundamentally and radically different.” Among the differences he mentioned were these:

• Embraces as its own the mission of producing the highest quality, best-value product for its customers, vs. joining with companies in “the mindset that it was the company’s job to worry about profits and the union’s job to worry about getting the workers their fair share.”

• Makes consumer safety, energy efficiency, and environmental protect a priority, vs. “failing to champion forcefully or effectively enough the goals of preserving our environment for future generations through green manufacturing.”

• Welcomes the openness, collaboration, and creative problem-solving that it has forged with Chrysler, GM, and Ford, vs. the mutual distrust that produced lengthy and complicated contracts “with work rules and narrow job classifications that hindered flexibility, hindered the full use of the talents of our members and promoted a litigious and time-consuming grievance culture.”

• Knows that the only true path to job security is by producing the best quality, safest, and most durable product, vs. relying on ways, such as job banks, that “in the end did not achieve the results that we were seeking”

King stressed that the 20th century UAW “grew in an era of national rather than global economics, in which “employers did not face the intense pressure of global competition,” whereas the global marketplace now makes flexibility, innovation, lean manufacturing, and continuous cost-improvement paramount.

Michigan Governor Jennifer M. Granholm praised this transformation in her August 10 posting titled “Not Your Father’s UAW” on Huffington Post.. “Instead of being blamed for chasing investment away from industrial states, the UAW may be the place to turn to ensure a company’s success,” she wrote.

More to come: the UAW is developing a set of guidelines called the UAW Principles for Fair Elections, which it will present to the managements of Japanese-owned and other non-union auto and vehicle-parts factories.
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