This week the government plans to introduce a “once in a generation overhaul” of employment rights. Whatever your views on the new Bill and its contents! it will trigger a wider conversation and focus on what we know about the workplace – and! in particular! how we build emerged from healthy successful workplaces that contribute to the growth of our economy.
In Acas we have been speaking with our key stakeholders and partners about our role the next 5 years! and some themes are emerging:
The legislative changes could offer emerged from
A new framework and opportunity to reset the dial on building a italy whatsapp number data 5 million constructive social partnership between employers! employees and trade unions.
This reset could lead to greater levels of trust and respect! a healthier relationship and improv communications. And in turn allow parties to focus on shar outcomes to address head-on the causes of conflict before it evolves into formal dispute.
There are clearly challenges to address. Recent Acas-commission research from the Industrial Relations Research Unit (IRRU) at Warwick Business School shows that many HR professionals! trade unionists and business owners have lost the art of negotiation. Too often! disputes come to Acas at a late stage! where positions are integrate feback into processes and parties polaris.
The good news is that
Acas still facilitates resolution in the vast majority of cases. Other research shows that where disputes do come to Acas! there are high levels of satisfaction from all parties! praising Acas negotiators’ impartiality and ability to resolve intense conflict and disruption. But it’s tougher going than it could be or should be! and whilst a skill conciliator is key to success! reaching an agreement also depends on both parties being willing to make concessions.
research on why resolution of ao lists conflict has been especially difficult in the current period:
First! cost of living pressures have contribut to polarising positions in collective bargaining! making agreements increasingly difficult to reach.
Second! and perhaps more profoundly! a knowlge gap has open up in Britain around the very nature of collective workplace conflict! on how to manage it! and the role Acas can play in its resolution.
The background to this knowlge gap is partly cultural – ‘industrial relations’ has long been seen as the poor cousin of the HR profession. Over time skills have been lost. Put simply – people have forgotten the art of negotiation and compromise.