Pay negotiation and bargaining

The process of negotiating and bargaining

Most UNISON representatives, branch officers, stewards and safety reps will have to negotiate with management as part of their union work.

Collective bargaining is the process of negotiation between employers and union reps. The outcome should be an agreement that improves conditions for workers. Negotiation and bargaining happen at local, regional and national levels. 

Many negotiations begin when a UNISON official writes to the employer to lodge a complaint or grievance. The UNISON rep will then meet with management to present the concerns. A series of meetings to discuss the issue usually follows.

Who negotiates?

Union members, reps, stewards and managers should all take part in negotiations, even in small organisations.

The number of people involved in negotiations will depend on the organisation. For major negotiations, a UNISON regional organiser should be present.

Once your team has agreed on the position you will take, one person should present it. No one else should speak or interrupt and if a team member disagrees with the lead negotiator, they should ask for a break to discuss this, in order to present a united front when discussing with the employer.

Tips for successful negotiation and bargaining

Negotiation and bargaining are skills that we can all learn and develop. Here are a few pointers for successful negotiations.

• Organise your team – discuss the issue thoroughly and write down your case in plain, simple language.
• Learn negotiation skills: UNISON College offers materials to help you become a better negotiator.
• Be willing to make concessions: bargaining and negotiation is often about finding solutions that work for members and your employer.
• Read more about UNISON College and the wealth of information available.

Why do negotiations fail?

Some reasons why negotiations fail to achieve constructive results include:

• One or both sides have unrealistic expectations.
• Failure to communicate interest in offers.
• The outcome of any negotiation is in part determined by the relative bargaining power of the parties involved and UNISON’s readiness to deploy tactics to influence and persuade the employer.
• Focusing on the threat of redundancy rather than issues.
• Genuine disagreement about facts, principles or rights.
• Failure by negotiators to keep UNISON members informed.
• If negotiations fail, UNISON may then take industrial action against an employer.

An effective organising plan can shift the balance of power in favour of UNISON and enable the bargaining team to negotiate from a position of strength.

Next steps for activists

• Learn more about bargaining and negotiating by asking your local branch for training and visit the bargaining guides section of the activist hub for further resources.
• Encourage other members to become stewards and safety reps, and invite them to attend meetings and get involved.
• Survey members to learn about issues affecting your workplace. This can help you decide what issues should be raised with management.