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UNISON Bargaining Support Guide

Local Bargaining
A guide for UNISON negotiators

October 2000
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CONTENTS
Introduction 4

Organisation 5

What is negotiating? 10

The practicalities of negotiating 16

Appendix
The organising approach 24
The organising branch 25

Further information 26
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INTRODUCTION
Most UNISON branch officers, stewards and safety representatives will have
to negotiate with management at some time.
In many workplaces where UNISON is organised there are national
agreements which cover pay and conditions. In others pay and conditions are
negotiated at local or company level.
Even where all main pay and conditions are agreed nationally, branch officers,
safety representatives and stewards will still negotiate with management on
issues relating to that employer or workplace.
Also the focus of bargaining is changing. UNISON stewards or branch
officers are as likely to find they are negotiating on contracts, or issues such
as PFI, market testing and Best Value, as on pay.
Negotiating is often seen as a game – a bit like chess where each side tries
to win as much as possible from the other through a series of successful
moves. Or like poker where the aim is to bluff the opponent without
showing your own hand.
That is nonsense. Negotiating is not a game. It is the way in which branches
can ensure that they protect and promote the interests of their members,
and the keys to success are organisation, preparation and teamwork.
There are also no ‘natural’ [Link] are a wide range of different
types of personalities, we also have different skills and strengths. A quiet
thoughtful person can often be far more effective than someone who is
domineering and loud. Being a good negotiator means developing the
abilities we have and using them as part of a team.
This guide will hopefully introduce you to the basics of negotiating, give you
some ideas of different styles and show how you can prepare for meetings
and involve the members.
You will not become a confident effective negotiator through reading this
[Link] will come through training and experience. UNISON runs very
good education courses for activists on how to negotiate. Details are
available from your regional office.

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ORGANISATION
Organisation is the key to effective negotiating. Before any negotiation
actually begins, it is important to consult and prepare. Good organisation can
help to solve the problem of having too much to do in too little [Link]
more people who are involved, and who can share the work, the better.
But whether you are part of a large team, or are operating in a smaller
group don’t forget to spend time on building and strengthening your
[Link] means recruiting, encouraging members to be stewards or
safety reps, getting members along to meetings where this is possible and
keeping everyone informed about what you and the union are doing for
them in as many different ways as possible.
The basis of your strength at the negotiating table is the strength of the
organisation of UNISON in your workplace and no amount of clever or
aggressive negotiating will make up for a lack of strong [Link]
spent on building up the organisation is never wasted: it will be repaid at the
negotiating table.
For UNISON the three most important routes to good workplace
organisation are:
■ Recruiting as many members as possible into the union.
■ Ensuring all workplaces, departments, work groups and shifts are covered
by UNISON stewards and safety representatives.
■ Ensuring all members are asked their views on workplace issues and kept
informed on the progress of negotiations.
These are dealt with in more detail later in this booklet.
Good workplace union organisation will enable the negotiators to
consult with their members and to represent their views effectively and
properly.
Workplace bargaining and negotiating should be seized upon as a golden
opportunity for creating a strong local union. Claims, and agreements are a
great way of recruiting new members and also getting more members
involved in the union.

Who do you negotiate with?

In workplaces where UNISON is recognised there will probably already be a
recognition agreement.
This establishes procedures for negotiations between management and the
unions, and facilities (such as time off) available to the unions. It also
determines what issues the management must talk to the trade unions
about, such as pay and conditions, health and safety, discipline, equal
opportunities, training.
Under the 1999 Employment Relations Act unions have a right to
recognition where there are 21 or more staff employed and a majority of
those voting, and at least 40 per cent of all potential voters support it in a
[Link] gives you the right to bargain on pay, hours and holidays, but this
list can be extended by agreement.
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The law states that on certain matters the employer must [Link] is
mainly on business transfers and collective redundancies. In these
circumstances the employer must do this with a view to seeking an
agreement. In practice, this is likely to mean the consultation process must
be closer to negotiation than a mere information-giving [Link]
should be evidence the employer has attempted to reach agreement, even if
agreement proves impossible.
On health and safety, if UNISON is recognised, then a joint safety committee
must be set up if two or more safety representatives request it. Normally
health and safety issues should be progressed through the safety committee
where one exists.
Most recognition agreements will set up a formal way of negotiating with
[Link] may be at a regular joint committee where the
composition from each side is laid down. Or it may simply be an agreement
that UNISON can meet with management when required.
There are some advantages to having an agreement that regular meetings
will be [Link] means that issues are less likely just to be forgotten about.
However, there should always be a right to meet management between
regular meetings if either side think it necessary.
The recognition agreement should also make it clear what groups of
employees are covered by the negotiating committee.
Who makes up the management side will depend on the type of employer. In
some cases in the private sector, bargaining will be in a company wide forum,
or in European Works Council (in large multinational companies), while in
others it will be devolved to much smaller units, which may have the power
to vary the application of particular conditions of service.
In local government it may be councillors who make up the employers side.
In health it could be trust members and managers, In the voluntary sector
members of the management committee, in schools the head teacher and
some of the governors. But whoever it is, these people should be the ones
who have the power to make a decision on the issues [Link] means
that, with big employers, you are likely to need more than just employer-
wide [Link] should always be the ability to negotiate with
management at workplace or departmental level on issues that are only
about that workplace.
Details of how to get recognition and negotiate a good agreement are
available from the Bargaining Support Unit at head office.

Other unions
Where other trade unions have a significant membership and are also
recognised it is in everyone’s interests to negotiate together.
However that means that the bargaining team will have to meet together
before any meetings with [Link] more than one union is
recognised management may use it as a way of playing one part of the
workforce off against another.
If any branch does encounter problems with other trade unions they should
seek advice from their regional officer.
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Who negotiates?
Even in the smallest establishment it is not a good idea to meet management
alone. Always try to have someone with you, even if it is only to observe.
How many people should be involved will depend on the nature of the
[Link] is a good number, but in big workplaces it may be
considerably [Link] is not necessarily an advantage in large numbers,
although it does make it easier to ensure that there is a range of skills
included. For major negotiations it is helpful to involve a regional officer.
A good negotiating side will operate as a team and everybody’s views should
be taken into account. However it is helpful to have a ‘lead’ negotiator to
keep things together. It is also important to have someone to take notes.
This role can sometimes be a way of helping new people gain confidence.
When considering the composition of the team it is helpful to get as good a
spread of members as possible, so that commitments to fair representation
and proportionality can be met.
The team should:
■ Meet prior to meeting management so that everyone is clear about the
objectives and strategy and what each persons role will be.
■ Ensure that once a position is agreed by the team, one person presents it.
No one else should speak or interrupt, without prior agreement. If a team
member disagrees with what the lead negotiator is saying, s/he should ask
for an [Link] members should never contradict each other in
negotiations;
■ Allow time to meet after a negotiating session, to form a view as to how
the meeting went and to decide on next steps.

Acquiring negotiating skills

Within bigger branches there should be a core of experienced negotiators,
who can help train other stewards. Many branches already have a wealth of
negotiating experience, covering recognition agreements, grievance
procedures, and health and safety. But stewards should also be encouraged
to attend UNISON training courses, to help develop their negotiating skills.
Ensure that as many stewards as possible are given the opportunity to
participate in negotiations; this will not happen if only the same three or
four people go into every meeting with the employers. Stewards can also be
encouraged to do research for a set of negotiations even if they do not yet
feel confident speaking at meetings.
Opportunities may be spread around if stewards are given specific areas of
responsibility; for instance if the branch is trying to negotiate a policy on
family-friendly policies you will probably want to include the women’s officer
in the team. On the other hand, if the negotiations are about developing a
smoking policy, the health and safety officer should be involved.
Relatively inexperienced negotiators may find that by ‘pairing’ or job-sharing
they receive the encouragement and support necessary to develop
confidence. It is important that the negotiating team develops a good
supportive atmosphere and is tolerant of the mistakes that inevitably come
with learning.
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Training
Training is crucial for negotiators. UNISON’s Learning and Organising Services
Department provides a range of materials and courses designed to aid the
negotiators at national and regional [Link] are run regularly and details are
available through your regional office.
The courses aim to develop negotiators skills and knowledge for bargaining at
all [Link] employers should also be approached to provide [Link]
may be most fruitful during special employer initiatives such as job evaluation. If
there is specialised training for managers and supervisors, stewards should ask
to be included. Joint training should be a supplement, not a substitute, for trade
union training.

Consultation with members

It is impossible to represent workers without understanding their views and
[Link] health of the union locally may be judged by the extent to
which stewards are in touch with their members’ aspirations.A good
organisation and, in particular, a network of stewards will go a long way to
meeting this requirement.
Some branches have found it very useful to conduct surveys of members to
find out their concerns, priorities and [Link] can be a good way of
deciding what issues should be raised with management. It also shows
members that their union is listening to their views.
Where a formal claim is being presented, members should be consulted
prior to drawing up a claim, at critical stages of bargaining and before
agreeing to a settlement.
Members must be kept informed about matters that affect their
employment. Before asking for their views of a management offer,
negotiators should give the membership their view of prospects for further
improvement and outline the options available to them.
A settlement changes the conditions of employment of the workforce and it
is vital everybody has the opportunity to take part in the decision to accept
or reject an offer.
Negotiators should always trust and respect their membership and that
means giving them all the facts, explaining issues properly, and avoid trying to
push your own [Link] should always trust the judgement and opinions
of the members and avoid playing games.

How to consult
There are many different methods. Choose the ones that work best for your
workplace, or group of members affected, and the circumstances at the time

Meetings
Union meetings are a rare opportunity for workers to get together without
being in the presence of their [Link] feelings of solidarity that result
from a well-managed meeting make them a popular means of consultation.
But meetings are not necessarily the best place for members to express
their views, as not everybody has the confidence to speak in front of an
audience, so think about backing them up with other ways of consultation.
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If meetings are not held during working hours, they may be poorly attended. So
ask management if meetings may be held in work [Link], in particular, may
find it difficult to attend union meetings held outside working hours. Many part
time workers may have other commitments whatever time a meeting is called.
If you have shift workers in membership you will need to consider holding
several meetings at different times so that everybody can [Link] consider
holding smaller departmental or section meetings, rather than meetings of the
whole branch.

Ballots
These ensure that everyone has the opportunity of expressing a view and are
often the best way to decide whether an offer is acceptable, but are limited
as a way of getting information on priorities or more general issues that go
beyond a simple ‘yes’ or ‘no’.

Questionnaires
These can be a good means of consulting individual members: everybody can
have their [Link] is no reason why they shouldn’t be used in conjunction with
union [Link] may be distributed and collected at work by stewards and
safety reps or, if the workforce is scattered, sent directly to home addresses.

Surveys
Stewards and safety reps can talk to members individually and report [Link]
is less ‘structured’ than the questionnaire method, but stewards are given the
chance to present some of the ideas and possibilities around any claim or
proposals.

Noticeboards
The notice board is the easiest means of keeping members informed. It
should be used to notify members of meetings or other [Link] notice
board is an ideal means of reporting back during the course of negotiations.

Newsletters and mail shots

Newsletters are more time consuming than notice boards, but in a large
workplace where the union has facility time, they are an essential and
effective means of raising issues and getting the union’s message [Link]
also get to isolated workers. If your organisation has an e-mail system this
can be an ideal way to get to everyone quickly and easily.

Checklist
■ Is every worker covered by a steward and safety rep? If not, how can you
recruit more?
■ Do the stewards and safety representatives know who all their members are?
■ Are all stewards trained?
■ How might union organisation be improved?
■ Are you using bargaining proposals or agreements to recruit new members?
■ Do you have systems in place to get the views of members?
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WHAT IS NEGOTIATING?
Most people think of collective bargaining in relatively simple terms: the
trade union meets management and, after some argument, a pay rise is
agreed. In practice most negotiatons are not about money, but about
changes to conditions or working practices, or safe working conditions.
Often it will be management who want to make the change.
Most negotiations happen informally. No written claim is lodged, there are
not a series of meetings, and the parties may not even think of the process
as negotiating. However whenever UNISON representatives and
management get together to discuss an issue it is a form of negotiating.
But before entering into negotiations it is worth being aware of what lies
behind this process.
Negotiations are a process of exchange, of ongoing dialogue between the
employers and the members. It is important to keep that exchange going if
there are to be serious negotiations, and progress is to be made towards
achieving the union’s goals. It benefits both union members and employers
that negotiations are carried out efficiently and for an acceptable agreement
to be reached. If there is a genuine will to reach an agreement there will
always be a need for movement by both sides. Although negotiations may
become difficult, the framework for a possible final deal needs to be kept in
mind.
The balance between local and national bargaining varies between the
different services where UNISON has members. In some cases all pay and
conditions are negotiated locally, in others there is national bargaining with
pay and conditions agreed centrally. In some services there is a mixture of
national and local bargaining.
However even where pay and conditions are negotiated nationally branches
are still likely to be involved in discussions with their employer on the way
these are implemented or on other issues not covered by the national
agreement.

Approaches to negotiating
There are various approaches to negotiating. An effective negotiator will
know when to use the appropriate approach, depending on the nature of the
negotiations, and the relationship s/he has with the people s/he is negotiating
with.

a) Positional bargaining
This is the traditional model that was used by employers and trade unions in
the past, and sometimes is still used today. It is also known as win/lose. It is
based on setting down a formal claim and defending it [Link] can
entrench both sides position. Negotiations are seen as a battleground and
concessions can be viewed as a sign of weakness. Settlement is usually
achieved somewhere in the middle of the bargaining range, depending partly
on the balance of power between the parties.
The type of tactics used often in this style of bargaining include:
■ extending the time period for negotiations;
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■ misrepresenting positions or interests with posturing;

■ withholding sensitive information such as any weakness in the case;
■ making threats or engaging in bluff;
■ digging in or walking out, then waiting for movement from the other
party;
■ never giving without getting;
■ conceding little by little.
When negotiators use these tactics they develop methods of behaviour
which almost become a game, and as such it is easy for branches to be
caught up in this and to believe that this is what bargaining is all about.
Where compromise is reached it is common for it to be unworkable and to
leave both parties feeling unsatisfied by the [Link] is because neither
party has got what it wants and there has been no real attempt to take on
board the concerns of the other side.

b) Modernising style bargaining

This became popular in the 1980’s and is identified with American
management consultants. It is usually combined with attempts to bypass the
trade unions. It has been attempted in some of the utilities and private
companies where UNISON has members.
This approach is based on consultation rather than negotiations and talks a
lot about common goals, reasonableness and common interests, while at the
same time stressing the value of the [Link] are rarely hard and fast
agreements covering the whole workforce. Often rewards are at
management’s discretion and can be withdrawn to counter uncooperative
behaviour. In practice it is simply another method of management control.

c) Mutual gains/principled negotiating

This has become the accepted way of making real progress to solve
problems and maximise the benefits that can be achieved through
[Link] is also called the win/win approach.
Some experienced negotiators like to view the process of negotiation as
being an exercise in mutual problem [Link] if the UNISON branch
raises a bargaining proposal, the issues are viewed as a ‘problem’, which the
two sides are jointly attempting to solve.
This approach bases itself on identifying as much common ground as
possible between the two sides by looking at their interests rather than
their formal positions. It also makes it easier to concentrate on issues rather
than [Link] is because it identifies the possibility of making
progress on the basis of common interest and therefore stops each side
tying itself to antagonistic positions.
By seeking common objectives it is possible to generate options and
solutions that benefit both parties, so that any solutions are more workable.
This style of bargaining gives much more scope for creativity.
An example might be a claim for more family friendly policies in a
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workplace. Instead of simply submitting a list of demands to management,

the UNISON negotiators would prepare a bargaining proposal that would
highlight the problems that those with parental responsibilities were having,
the effect it was having on the employer in terms of morale, staff turnover
and sickness absence, and make proposals for a number of areas that should
be looked [Link] the negotiators will have a clear list of objectives by
reconsidering all the issues jointly, more effective or imaginative solutions
may be found that would have even better results for the members.
Principled negotiation adopts a more co-operative, problem solving approach
which avoids inefficient game playing.
Negotiators seek to get a deal that can be established as a fair outcome
which meets their real interests, or if possible, the interests of both parties.
It is not a soft option, but a practical approach which attempts to get
achievable working solutions.
Negotiations are seen as a genuine problem solving opportunity. Outcomes
that are most satisfactory on both sides are likely to be achieved and
achieved at less cost to everyone.
It attempts to improve the outcome of negotiations by accepting what
alternatives there are to a negotiated agreement. It gives a firm foundation
for negotiating and provides a clear guide when negotiations should be
terminated because a better result lies [Link] can be through
industrial action or using an outside body such as an arbitrator.
Principled negotiations are NOT about being nice to management, but about
seeking to develop appropriate working relations with the people on the
other side. Nor are they a weaker [Link] lead to more practical
results and are less likely to lead to a stalemate where the branch gains
nothing.
However, every ones interests be accommodated all of the time. Also, even
in the best principled negotiations, some competitive elements may be
[Link] is why it is important that the trade union side is working as a
team to try to make sure that where problems arise, these can be identified
and you can at least be aware of them.

Recognise and respond

It is highly unlikely that in a team bargaining situation any of the above
approaches would be used in their pure forms. Nevertheless, the emphasis
during a part, or even for the duration of a negotiating session, will be based
on one of these approaches. Union negotiators should be able to recognise
which approach is being used and respond accordingly
If you do have a management whose ideas of negotiation come from a
1950is film then perhaps confronting them with the limitations of their style
and suggesting some management training might help produce a change.

Personal negotiating styles

Negotiating styles are as varied as the individual personality. Style is
developed with experience, and no one style is necessarily better or
superior to any other. A negotiating style should be appropriate to the
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issues under consideration, the management negotiators are dealing with,

and the circumstances of the negotiations.

Why negotiations fail?

Negotiations fail for a range of reason, some of which are related to the
strategies adopted by the negotiators. It is possible to play yourself into a
stalemate with games and bluffs; refusing to make an offer as this may
indicate weakness, waiting until the last moment or testing the other side.
However other reasons for negotiations failing include:
■ Unrealistic expectations.
■ Desire for revenge.
■ Distrust of other party/other advisor or personality clashes.
■ Failure to communicate interest in offers.
■ Inability to decide if an offer is acceptable or has extracted maximum
value from the other party.
■ Inability of either management or the trade union to identify or resolve
the real problems in their discussions.
■ Playing games.
■ Either the trade union side or the management side negotiators lacking
the appropriate authority or feeling restricted by the brief they have been
given.
■ Focusing on threats of redundancies or industrial action, rather than the
issues under negotiation.
■ Genuine disagreement about facts, principles or rights.
■ Failure by negotiators to keep the membership informed at every stage.
The essence of negotiation is communication and exchange, and it is at least
as important to listen carefully and ask questions as it is to present your
case well.
Always be aware of the consequences of failure – and make sure that
management are aware of them.

Some traps
Although each negotiator should develop his or her own style, there are
some common traps to be avoided:

Don’t personalise
Taking negotiations personally is generally unhelpful, not least to your own
peace of mind: a detached negotiator will achieve better results.
‘Personalising’ may be used as a ‘dirty trick’ to disrupt [Link] to
ignore personal [Link] are representing your membership, and if you
have consulted properly, personal attacks are an irrelevance. Also do not let
your ego get in the way.
However, there is a subtle difference between ‘personalising’ and taking
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account of personalities. Different managers may be amenable to different

approaches and it is sensible, if possible, to adapt your style accordingly.
Similarly, if the employers have dug themselves into an untenable position,
small concessions that don’t change the substance of the deal can clinch a
good agreement.

Don’t be aggressive
It is often thought that ‘aggressive negotiating’ is an essential ingredient to
any good deal. Aggression can be counter-productive and it is much easier to
negotiate successfully without using aggression at all.
Aggression is not the same as firm or hard negotiating. Quiet persistence,
patience and insistent questioning are more effective than banging the table.
Employers may occasionally use aggression to disrupt negotiations or to
attempt to intimidate the other side into agreeing to a bad [Link] tactic
may be countered by refusing to meet unless the intimidation stops; or if it
is a deliberate attempt to disrupt negotiations, by ignoring it, refusing to rise
to the bait and persisting in your own approach. Remember, aggression can
be a sign of weakness in negotiation.

Trying to be clever
The negotiating stories of union activists and officers may make good telling,
but there is rarely a short-cut to a good deal. Any negotiator who likes to
make managers look silly may be pleasantly surprised at how easy this is –
but not at the results it produces. At best it is a waste of time and it often
results in much greater resistance and problems for the future.
With experience, these dangers are more easily avoided.

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Ten steps to effective negotiating

■ Make sure what you know what your real objectives are.
■ Recognise the different interests of the unions and the employers.
Identify where those interests are mutual and start from there
■ Try to work from the areas of common agreement and interests rather
than on what divides you.
■ Use a negotiating style that works for you. It is always better to be as
natural as possible.
■ Be well prepared. Make sure you are totally familiar with your
bargaining proposals and the supporting arguments.
■ Keep to a thread. Don’t be side-tracked, or lose sight of your
objectives. Employers may use ‘red herrings’ to avoid being pinned down
or to prevent the union clinching a good argument.
■ Don’t get pinned down to an untenable position
■ Ask one question at a time and wait for the answer. Asking several
questions at once simply enables the employers to choose which one
they will answer – and that will probably be the easiest.
■ Use silence. Saying nothing is preferable to babbling, especially when
attempting to pin down the other side. An embarrassing silence may
tempt them into saying more than they intended.
■ Really listen to what the employer is saying – not just the words but
also the underlying message. Always try to address any concerns they
have, or at least relate to them in your response.

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THE PRACTICALITIES OF
NEGOTIATING
Formulating proposals
Before raising an issue you have to know what you [Link] this
has meant drawing up a written claim.
In some circumstances this can be the best way forward as the process of
drawing up a claim focuses the branch on what they want to achieve and
provides a way of putting this to management in a clear [Link] claim also
will usually contain supporting arguments and facts. On an issue like pay a
written claim can also be a way of highlighting the importance you put on
certain issues, such as more help for the lowest paid. It can also help
generate support among the members for any campaign you are running.
However a formal claim also restricts your ability to manoeuvre. By
focussing on specific demands rather than issues you are often putting
management in a position where they can only respond by knocking back
your demands altogether, or, at best, trying to meet you half way.
Many negotiators are now moving away from the idea of drawing up
standard claims based on a set of demands. Instead they are more likely to
raise issues with management as problems that need to be solved, or come
up with proposals which they see as a solution to a problem which
management needs to address, such as staff retention, or high absenteeism.
If management then agrees there is a problem then that becomes the
starting point for joint working to resolve it, where you will be able to get
your ideas [Link] can be the most effective way of pursuing an
issue.
An example might be that your members are concerned over the lack of
provision for [Link] could prepare a claim, based on these concerns,
for a workplace [Link] claim could give all the arguments and
management’s response will focus on that. Possibly they will say that this is
not possible on cost or space grounds and reject the claim.
An alternative approach would have been to lay down the concerns and the
effect that a lack of childcare provision is having on staff and the problems
this is creating for the [Link] union would then ask for some
measures to deal with the problem.
While it is important for the union to have ideas of how the problem can be
solved (for example, the workplace nursery) there is no real advantage in
asking for this at this stage. Instead, unless the employers flatly deny that
there is a problem, they are likely to come up with ideas, these might include
childcare allowances or other proposals. Once they are on the table then
the union can still raise the possibility of a workplace nursery, but, by getting
the employer to look at the issue (the lack of childcare) rather that your
proposals (a nursery), the employer is more likely to agree to some kind of
solution to the problem.

Raising an issue and reaching agreement

Once the branch has agreed that they want to achieve something through
negotiating with management then they have to consider how they will do it.
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Often this can be done just by raising the issue at a regular meeting.
If a formal claim or proposal is lodged it is often best to give a verbal
presentation outlining the main points and then give management a copy of
the claim in writing. If possible the appropriate supporting facts or statistics
should be attached. Presenting your bargaining proposals verbally gives the
negotiators the chance to state the case clearly, emphasise those aspects
they think important and to help clarify any points for the employers.
During formal negotiations, such as where a pay claim has been submitted,
management may give a brief initial response and suggest a meeting date at
which they will make their offer. An offer made immediately after the claim is
suggesting that the employers have already made their minds up and have
not really listened to the union at all.
Once the employers have made an offer or some other response, the real
negotiating will begin: the two sides have stated their position and the task
of reaching an agreement starts. Before responding to the first offer, it is
wise to seek an adjournment – or even to agree another meeting altogether
– to think carefully about the offer and to consider tactics.

Stages of negotiation
The initial stages of presenting a proposal and making a first offer, especially
if it is a pay claim, will tend to be formal and should be characterised by
careful listening.
Once these opening positions have been made clear, the real negotiating will
begin. If the union simply responds by attacking the management or restating
it’s position then the negotiations are likely to be short. Instead listen and
respond to their concerns.
Often it can be helpful if management do not respond immediately, but
instead go away and think about your proposal. A considered response is
less likely to amount to a simple ‘no’, so try not to force the pace unless
there is a good reason to do so or you think management are trying to drag
things out.
The process of negotiating could be a long process where there is lengthy
debate and a lot of information exchanged.
It is essential:
■ To take notes at all [Link] can be important later if there is a
dispute about that was said or agreed.
■ To be clear as to what is being offered or suggested
■ To not agree to offers across the table – withdraw and think before
reaching agreement over substantive issues. Before final agreement is
reached, the members must be consulted.
■ To ensure that the negotiators do not disagree with each other during
negotiations.
If somebody thinks there is a problem an adjournment should be sought.
This is a device whereby both sides withdraw to discuss developments
among [Link] provide an opportunity for a breathing space, for
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the team to air any concerns or disagreements they may have among
themselves and to assess the progress of the negotiations to discuss a
response.

Working parties
This may be a good way of making headway on a problematic issue – but
may also be a way of talking the issue away. It is therefore important to
draw up the terms of reference and a time limit, to ensure that the
working party recommends a solution to the perceived problem, rather
than merely investigates it. Working parties may have the beneficial effect
of raising expectations and putting pressure on management to deliver
something.
Working parties work best when there is already agreement on the principle
of how to move forward, but detailed work needs to be given to how it
would work. An example might be an acceptance of the need to address
equal pay issues through a job evaluation agreement, but a working party
might be needed to discuss the implementation of this.

Agreement
In most cases, the final agreement will be subject to consultation with
members for acceptance. But there will be certain (rare) occasions where
the employers make an offer that is acceptable to the union, without
reference back to members. Alternatively, the employers may make an
improved offer on condition there is an immediate acceptance. In such
circumstances, judgements about the best way to proceed will have to be
made.
In any case, be absolutely clear what is being offered: get the main points in
writing. It is particularly important to establish how it will be implemented
and administered.
Once final agreement is reached, the union should monitor and observe its
implementation.

Sharing the information

Once an agreement is reached, it should be reported to the local branch
and the regional officer (if the regional officer is not involved in the
negotiations).
Information on agreements should also be sent to the Bargaining Support
Group at head [Link] union’s database of agreements can then be built
up. By sharing information other members can benefit.

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Agreement checklist
■ Do not have meetings with management alone.
■ Take notes at all stages.
■ Be absolutely clear what has been offered, and what has been decided.
■ Use adjournments before agreeing to major items.
■ Get your members’ endorsement before concluding a deal.
■ Once the deal is concluded, report it to your regional officer (if the
regional officer has not been involved in the negotiations).
■ Keep a copy of the agreement on file.

Where no agreement is reached

Sometimes, however good a negotiator you are, the negotiations are clearly
heading for a breakdown. If this occurs, it may be helpful to get the regional
office involved (if they are not already).
If a stalemate is reached, the stewards may consult the members on the
employers’ latest position and recommend a rejection of it. However be
sure to consider what the consequences of rejection are.
It is always best to avoid a fight that you cannot [Link] is no point in
posturing or making empty threats. Instead, attempt to negotiate on the
merits of the argument or [Link] to develop sympathy from the
users of your services, local politicians and the local press.
Be clear what your alternative is to a negotiated settlement. On the basis of
this alternative, have a clear minimum position – this will avoid bad deals.
In other cases the employers will simply refuse to [Link] employers
should be asked to justify their [Link] negotiators can then consider
ways of overcoming the objections. If ways round their objections can be
found, it will be very difficult for them to still refuse.
Alternatively, the employer may not be able to give a good reason, but
stubbornly refuses to give [Link] may indicate that they have not thought
out their position and is a sign of [Link] best response is persistence:
by refusing to let the matter drop, the employer will be forced to realise that it
will not simply ‘go away’ and will have to give more thought to their position.
It is important not to simply attack the refusal directly but to explore the
reasoning (or lack of it) behind it. Questions will generate answers – simple
attacks on the employer’s position (however silly it may be) will simply
generate resistance.

Scare tactics
A typical response to a pay and conditions claims is that ‘any pay rise this
year will mean redundancies’, or even a threat to close the company down.
In the public sector, there may be a threat of contracting the work out.
Such threats may undermine the resolve of both the negotiators, and the
members.
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The negotiators will have to evaluate the threat, and may ask the
management to produce the necessary information to support their
statement. One response is to make a great show of concern for the state
of the organisation, and make a request for a detailed briefing.
It is particularly important to address the concerns of the membership, who
may be alarmed at the threat to their jobs:
Prepare the membership in advance (if possible) for a scare: it may then be
met with derision if it has no real basis.
Evaluate the seriousness of the threat: how closely is it connected to the
union’s claim? Will there be redundancies anyway? Employers may make
efforts to ‘incorporate’ the negotiators into their way of thinking or to reach
informal understandings with [Link] dangers of this, quite apart from any
effect it may have on the negotiators resolve to get the best possible deal
for their members, are that it may fatally undermine the members’
confidence in their representatives.

Informality
‘Corridor meetings’ and informal discussions, where the lead negotiators
carry out informal talks away from the rest of the team are often a very
useful part of the whole negotiating process, especially if talks have got a bit
heated or you have reached a stalemate.
Informal meetings can be invaluable in laying groundwork and learning more
about the other sides position in a more relaxed environment. But agreement
should not be made on an informal basis and any individual negotiator who
does meet management in this way should report the details to the main
negotiating team.
Don’t get drawn into carrying on negotiations in social settings, such as over
meals or in a bar. Negotiating and alcohol do not mix.

Late night meetings

Whenever possible, there should be a pre-agreed negotiating timetable,
together with jointly agreed arrangements for the timing of [Link] to
avoid late night meetings. Stop or adjourn, if negotiators get tired. And take
proper natural breaks, such as meal times. Remember that some of your
team may have childcare or other commitments.

Threats to withdraw the offer

As a way of putting pressure on the union, employers may threaten to
withdraw the offer unless it is quickly agreed [Link] threat is almost
certainly hollow, because once an offer is made, it is clear the money or
resources are there to meet it.
Do not agree to an offer until you fully understand it. Deadlines should be
resisted, unless the management can give very good reasons for imposing them.

‘You must recommend it’

Sometimes managers make offers on the condition that the union
negotiators recommend it to their [Link] is nothing wrong with

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this, but it should only be agreed to if the negotiators think it is the best
possible deal they can get. Do not recommend a poor package just in order
to get one concession out of management.
Conversely, if the negotiators feel they are near agreement, they may seek to
improve the offer slightly by offering to recommend it if it is increased –
‘make it an extra half per cent on pay and we’ll recommend acceptance’.

Divide and rule

This may be attempted either across the negotiating table, or by attempting
to buy off sections of the workforce at the expense of others.
Dividing the negotiators.A negotiating team should never disagree between
themselves in front of management – differences should be thrashed out in
adjournments. Managers may seek to appeal to one or two negotiators and to
isolate others. It is common-sense that they should not be allowed to succeed.
Buying off sections of the workforce. If an employer is suffering
recruitment/retention difficulties within one section of the workforce, s/he
may seek to improve their pay or conditions ahead of other [Link]
union should attempt to get any benefits extended to the whole workforce,
and refuse to agree to deals which favour one [Link] may require a lot
of work to persuade that section that if the union stands firm, the benefits
can be extended to the workforce as a [Link] recent rise in ‘flexible pay
systems’ are designed to give managers the power to increase the pay of
problem groups in [Link] often break equal pay laws.
Sometimes the employers will introduce a proposal that will have a
detrimental effect on a minority of members as part of a package which
benefits the majority. It is important that negotiators try to separate the two
[Link] have a responsibility to try to ensure that employers do not
reduce the conditions of one group by trying to offer sweeteners to the
majority.
But don’t rule out deals with extra money for the low paid, or other
disadvantaged groups. Negotiators may wish to include proposals designed to
particularly benefit the low paid, or other disadvantaged groups, in their claim.
Playing one union off against [Link] divide and rule tactic may be used
particularly in a multi-union environment. Relationships with other unions
should be carefully cultivated. It is folly to sabotage goodwill for the sake of a
small short-term advantage.
It is particularly important that the multi-union negotiating team follow the
rules of holding pre-meetings and presenting a united front during
negotiations.

Checklist
■ Do not agree to a deal unless you have understood it fully.
■ Do not give in to negotiating deadlines, unless there is a very good
reason for them.
■ Never recommend anything less than the best deal possible.

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WHEN NEGOTIATIONS FAIL

It may be that, on occasion, no agreement can be [Link] this
happens, you need to have another look at your position. Do you want to
withdrawn the proposal meanwhile and perhaps revisit it later? Alternatively
you might decide to completely rethink and modify the proposal and then
resubmit it. Or you may want to look at the other options available to you.

Disputes procedures
Where it is simply impossible to reach agreement, reference may then be
made to a disputes [Link] may be part of the recognition
agreement or may be an agreement in its own [Link] will involve
registering a ‘failure’ to agree’ and may be applied equally to unresolved
grievance or disciplinary cases, as well as collective negotiations.

Failure to agree
The options in a disputes procedure are likely to be:
■ Further negotiations, perhaps involving full-time officers and /or more
senior managers.
■ Mediation or arbitration involving a third party,
■ Sanctions – such as industrial action by the workforce, or a lockout by the
employer, or unilateral changes to terms and conditions by the employer.

Arbitration and mediation

A disputes procedure may include the possibility of inviting an independent
third party to [Link] may be a compulsory part of the procedure; or can
be adopted if both sides are willing; or is invoked if one side demands it.
There are three main types of outside intervention.

Arbitration
The third party considers the union claim and employer proposals, and
makes a recommendation which the parties may be bound to accept. By its
nature, arbitration tends to fall between the last two positions adopted by
the [Link] arbitrator will be bound to take note of any action taken since
this will be indicative of the strength of feeling of the workforce.

Mediation
A mediator will help clarify the issues and may liaise between the parties.
The mediator may take an active role in suggesting ways in which the
dispute might be solved, but final agreement lies with the two parties.

Pendulum arbitration
An interesting variation on arbitration requires the arbitration not to make a
recommendation of their own, which by its nature is likely to be somewhere
between the final positions adopted by the two sides. Pendulum arbitration
requires the arbitration requires the arbitrator to choose either the
employer’s final offer or the union’s last [Link], it is argued forces the

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two sides closer together, since both sides will seek to be reasonable in
order to win arbitration.
If there is no disputes procedure, the union side may suggest calling in a
third party, if there is a complete failure to agree.
The most common source for such help is ACAS, an independent body
funded by central government. However branches are strongly advised to
contact their regional office first.

Industrial action
If negotiations break down, and the possibility of taking some form of
industrial action is being considered, it is essential stewards contact their
regional office [Link] regional office will be able to provide
appropriate advice both on the various options and the procedures which
need to be followed.

Bottom Line
Sometimes however negotiations fail completely and there is no possibility
of any further [Link] situations are very rare, and by using this guide
branches can help avoid this happening.
However a total failure to agree must always be seen as a possibility and it is
important, at every stage of negotiations, to look at the consequences of a
failure to agree – and make sure that management are also aware of them.
Often it means that the members get nothing, relationships with
management are soured, and the problems which could have been resolved
are still there.

Remember!
■ Be persistent-never take ‘no’ on its own for an answer.
■ Find out the reasons behind the refusal.
■ Attempt to find ways of meeting those objectives.
■ Be aware of the disputes procedure – or the absence of one.
■ Ensure that the regional office is aware of any likely breakdown in
negotiations.

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APPENDIX

THE ORGANISING APPROACH

The organising approach means that we work towards building a union
which is founded on membership participation, which has high levels of
union activity within workplaces, and which focuses on doing things with
members rather than doing things for them.
Organising therefore includes:
■ members involved in identifying issues, finding solutions and dealing with
problems
■ many more active, confident and trained stewards who are local to the
workplace and properly representative
■ working collectively, where representatives say ‘what can we do about it’
rather than ‘leave it with me and I’ll sort it out’.
■ a much greater proportion of problems dealt with in the workplace or
locally because they are picked up before becoming a major issue
■ members who recruit because they feel good about the union
■ more effective negotiation and representation because of our collective
strength
■ branches which establish policy and take decisions based on the views of
the members
■ trade unionism that has a political consciousness and is grounded in
collective action and not individual and/or legal action.

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THE ORGANISING BRANCH

■ develops collective organisation amongst all its members – it puts
members and their interests at the heart of everything it does and works
with its members rather than does things for them.
■ belongs to its members – it reflects the priorities and concerns of the
majority, listens to its members, and actively seeks their views through
workplace contacts, discussion and regular communication.
■ knows where its members are – it maps its members according to
employer, workplace, department, shift and broad occupational group, and
can estimate recruitment potential and members of other unions according
to the same criteria.
■ involves its members in collective bargaining – it puts members concerns at
the top of the negotiating agenda, keeps them informed about negotiations and
discussions with its employers, explains the process and advises about options,
consults on the union’s responses, and takes the members wishes into account.
■ builds membership and organisation – it improves its membership density
at workplaces and with employers where we currently organise, and recruits
and secures recognition with new workplaces and employers, including those
in the private, charitable and voluntary sector.
■ organises an effective team of stewards and workplace representatives – it
aims to have an elected, trained, accredited steward in every department,
workplace and employer where there are members, (and for defined groups
of members in larger departments and workplaces), and to have an effective
network of safety representatives.
■ supports its stewards and elected officers – it offers regular training and
mentoring, provides access to advice, information and opportunities to check
out ideas, and facilitates team working.
■ develops the next generation of stewards, officers and safety
representatives – it actively identifies and develops potential stewards and
officers by encouraging them to play small but valuable roles in their
workplace or in the branch, enabling them to develop these, giving support
and advice, and taking time out to explain, train and mentor.
■ supports members in resolving individual problems at work – it trains
stewards in grievances and disciplinary matters and encourages them to
involve members in the process by explaining procedures, advising on
options, assisting them in expressing themselves clearly, and helping them in
taking effective decisions.
■ promotes a participatory democracy – it keeps members regularly
informed of the internal decision-making process within the branch, seeks to
maximise the numbers of individuals holding elected positions, enables as
many members as possible to participate in elections and actively seeks
members views when establishing policy or taking decisions.

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FURTHER INFORMATION
UNISON’s Bargaining Support Unit produce a number of guides and
information sheets on negotiating issues. It also publishes a monthly newssheet
called ‘Bargaining Update’.This gives information and statistics that are likely to
be of use to local [Link] get on the mailing list please write to:
Bargaining Support Group, UNISON, 1 Mabledon Place, London WC1H 9AJ
giving your address and membership number.
Much of this information can also be found on UNISON’s website
[Link]
For information on training courses on negotiating and other related issues
please contact your regional education officer.
If you have any specific problems where you need help or advice then your
branch secretary should contact your regional officer who may be able to assist.
And do not forget UNISON Direct – UNISON’s phone line service specially
dedicated to providing an information and advice service for members. It has a
special stewards help-line which can be contacted on 0800 0923 924 between
6:00am and midnight Monday to Friday and 9:00am to 4:00pm on Saturday.

Your comments
UNISON welcomes comments on this booklet.
Please either write to

The Bargaining Support Group

UNISON,
1 Mabledon Place, London
WC1H 9AJ or

e-mail: bsg@[Link]

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For help when you need it call

UNISONdirect FREEPHONE
0800 5 97 97 50
For information visit
[Link]

Produced by UNISON Bargaining Support Unit. Designed by UNISON Communications Unit.

Printed by UNISON, 1 Mabledon Place, London WC1H 9AJ.
[Link]
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