A Labour/industrial relations consultant and CEO of AKPECHRIS Nigeria Limited, Comrade Christopher Uruemu Akpede has given implementable insights and strategies on how to accentuate crisis-free and tension reducing techniques in effective labour relations for both public and private sectors in the country so as to engender industrial harmony within the ecosystem.
Akpede who retired as a Deputy General Secretary at the Nigeria Union of Petroleum and Natural Gas Workers (NUPENG), in charge of administration, made these remarks at a forum in Port Harcourt recently where he educated industry players on how to manage human resources and attain better results for organisational growth and development without conflict.
During his presentation he maintained that management and trade unions need to collaborate and work as a team for the productivity, competitiveness, and the survival of the organizations.
He added that it was imperative for organizations to addressed some looming industrial disharmony in the workplace, whilst also making the environment possible for shared visions and goals, and enabling the employers and emplyees perceive themselves as members of one family unit in unity.
Below is the full text of his presentation at the policy dialogue in the oil rich city of Port Harcourt, Rivers State:
STRATEGIC FRAMEWORK FOR A CRISIS-FREE AND TENSION REDUCING TECHNIQUES IN EFFECTIVE LABOUR RELATIONS
INTRODUCTION:
One might be inquisitive to ask the question; if trade unions and management form two sides in an industry?
When new employees join the organization, they undergo an onboarding process. The focus primarily is for them to contribute their quota towards the productive capacity, and prosperity of the organization. The shared visions and goals, enable them perceive themselves as members of one family unit, and by implication, they constitute one party. This is regardless of the fact that, their group interests often conflict with each other, over issues of perceptions on how organizations can be better managed.
Even though some conflicts are productive, others could be unproductive. There arise situations, where management and trade unions need to collaborate and work as a team for the productivity, competitiveness, and the survival of the organizations. It becomes obvious, and imperative for organizations to develop crises-free and tensions reducing labour relations strategies; in order to address some looming industrial disharmony in the workplace environment.
This presentation is to proffer pragmatic solutions, that can lead to the establishment of harmonious relationship between the unions and management.
CORE STEPS IN DEVELOPING CRISES FREE INDUSTRIAL RELATIONS:
Six major steps shall be considered:
Step one: Recognition of Trade Unions:
Trade Unions Act (Cap 437) Laws of the Federation of Nigeria 1990; provides for the formation, registration and recognition of trade unions. Section 24 of this Act, makes it compulsory for employers to recognize all registered trade unions to which their employees belong. There are sanctions for contravention.
Recognition of a trade union includes recognition of shop stewards/union stewards/ or union representatives; who are duly elected by the rank-and-file members, and coincidentally are fellow employees in a company or organization.
Refusal by employers to recognize unions and the shop stewards in their respective companies; breeds acrimony and can constitute potential threats, thus capable of creating an atmosphere of industrial disharmony in the workplace.
Step two: Election of capable Union Stewards:
Union stewards can make or mar industrial relations. The criteria for electing capable and competent officers should include: possession of sound interpersonal skills; must be articulate and focussed; problem-solvers; tolerant and approachable; and ability to formulate and implement policies.
Elections of incompetent officers based on a feeble criterion, can create fertile grounds for incessant strike actions in the workplace.
Step three: Staff Education & Training Programmes for Union Stewards:
The systemic and sustained education and training of shop stewards helps in skills development; knowledge; understanding; and the concomitant motivation of will, for service within and through the workers’ organization for the achievement of institutional, social, and economic objectives (of the group).
They are better equipped and knowledgeable on how to handle industrial & labour relations issues in the workplace. This helps to avert the prevalence of industrial crises and ensures proper understanding of issues in union-management relations. The education and training programmes also play pivotal role in broadening the pools from where the union replenishes the leadership cadre.
(a) The training of Union Stewards can be categorised into six (6) parts:
- The roles of the Union Stewards:
The responsibilities and functions of Management and Union Representatives should be clearly defined and established. For example, whose job it is to communicate management decisions to shop floors; who is responsible for getting across the facts and reason behind the latest wage settlement.
The stewards must understand the difference between acting as delegates and acting as representatives. The responsibility for training rest jointly with management and the trade unions.
- Union Affairs:
Shop Stewards should have an in-depth knowledge and understanding of their unions’ constitution, aims, objects, policies, organization etc. This is the sole responsibilities of the Unions’ Secretariat.
- Company Affairs:
Stewards should be enlightened on the employers’ goals, objectives, mission statement, employment policies, management prerogatives, and conditions of employment, e.g., pension and promotion policies. Management must be responsible for this training.
- Agreements and Conditions of Employment:
Company/Union agreements covering the negotiated items in the procedural and substantive clauses such as: grievance procedures; wages; job evaluation schemes; work study policies; and techniques etc must be clearly explained, and understood. Management and the Unions should be responsible for the training.
- Training in Interpersonal Skills:
Training in certain skills would make many shop stewards transforms into more effective representatives.
The interpersonal skills include: verbal and nonverbal communication, ability to handle conflict, team work, empathy, listening, and having a positive attitude. Being flexible and positive, having strong listening skills, and communicating well are important criteria for success at work. The training is also a joint responsibility.
- Sponsorships of Union Stewards for Industrial and Labour Relations Seminars/Workshops:
The Unions’ Secretariat has Education and Training Department. The department is saddled with the responsibility of organizing Local and International Programmes periodically, for elected shop stewards in areas such as: the core values for trade union re-engineering, collective bargaining, dispute resolution, employment and Iabour Iaws, conflict resolution, problem-solving, and collaborative labour-management relations etc.
The Resources Persons are drawn from the Academia, Industrial & Labour Relations Specialists, Trade Unionists, Officials from Ministry of Labour & Employment etc; to deliver quality papers on Contemporary Issues in Industrial and Labour Relations Practices. Such forums create ample opportunities for union stewards from other unionized companies in the sector; to interact and share their perspectives and experiences on industrial and labour relations matters, as it affects their respective organizations.
The interactive sessions are avenues for information dissemination, and cross fertilisation of ideas. The knowledge and experience acquired by the union stewards, plays invaluable contributions to the sustenance of industrial and harmony in the workplace. The Management should take the responsibility, for full sponsorships of the union representatives for such programmes.
Step four: Develop Necessary Culture of Consultation.
The purpose of Consultative Committees is to establish a standardized, recognised, and regular ways of:
- giving employees an opportunity to have a voice in decisions that affect them;
- making the fullest possible use of their experiences and ideas in the efficient running of enterprises;
- giving management and employees the opportunity to understand each other’s perspectives and objectives;
- improving communication between the management and employees in the workplace;
- creating a forum for both parties to arrive at mutually acceptable solutions to problems;
- establishing a sense of belonging and thus encourages loyalty and high morale.
The constitution of a Joint Consultative Committees (JCC), is a step in the right direction. Their primary function is to discuss issues in advance, before decisions are taken, on any matter affecting the efficiency of enterprises, and the interests of employees to which representatives can contribute. Management ought to ensure its implementations.
The Chairman of Committee should be a Senior member of line management. The terms of reference for the Committee are clearly spelt out, to enable members deliberate on a wide range of issues. The Committee are expected to meet regularly, while the agendas of meetings should be circulated to members in advance.
Step five: Communicate Systematically.
Management and Shop Floor Employees adopt various methods of communicating with one another. These are:
- Mass methods
- Social Media Platforms
- Managers and Supervisors
- Representatives
Mass methods, e.g., notice boards, newsletters, bulletins, and house journals are freely used for disseminating such information. These are effective for conveying facts, but almost insignificant when it comes to getting explanation across. Physical interactions through face-to-face communication are the most effective method, because questions can be asked and answers given.
Step six: If need arises for negotiations, aim at ‘’win-win’’ strategies.
Roger Fisher and William Ury in their Book ‘’Getting to Yes’’, suggest that traditionally, there are two ways of negotiations i.e., soft or hard.
The soft negotiator wants to avoid personal conflict and so makes concessions readily in order to reach agreement. He wants an amicable resolution; yet he often ends up being exploited and feeling bitter.
The hard negotiator sees any situation as a contest of wills, in which the side that takes the more extreme positions and holds out longer fares better. He wants to win; yet he often ends up producing an equally hard response, which negatively strain his relationship with the other side. The only option is the standard negotiating strategies and this primarily involves an attempted trade-off between getting what you want, and getting along with people.
There is a third way to negotiate, a way that is neither hard or soft, but rather a combination of both strategies. That is the method of principled negotiation developed at the Harvard Negotiation Project.
This method decides issues on their merits rather than through a haggling process focussed on what each side says, it will and won’t do. It suggests that you look for mutual gains wherever possible, and that where your interests conflict, you should insist that the result be based on some fair standards independent of the will of either side. It employs no tricks and posturing.
Principled negotiation shows you, how to obtain, who to obtain, what you are entitled to, and still be decent. It enables you to be fair, while protecting you against those who would take advantage of your fairness.
The principles in these three techniques can be summarised as follows (Soft Technique, Hard Technique and Principled Technique): –
CONCLUSION:
The sustenance of cordial industrial and Iabour relations climate in any workplace environment will perpetually depend on:
- Employers and Employees perceiving themselves as partners in progress, and working to sustain such perception.
- Employers and Employees practising win-win relationship whenever they discuss or negotiate issues.
- The principle of social dialogue as a panacea for resolving complex industrial and Iabour related matters; should be imbibed in the consciousness of the employers and employees in the organization.
- Both parties should regard their relationship as symbiotic in nature. Employers and Employees need each other for the survival, and growth of their organizations. Productivity takes its rightful place, when there is the existence of industrial peace and harmony in the workplace environment.
- Management should periodically, organize regular workshops, seminars, and educational training programmes for the shop stewards / rank and file members in the organizations. This helps to enlighten the union representatives on how to handle, and mitigate restiveness among workers especially during crises situations.
- Employers especially HR should be proactive and show empathy towards workers welfares, and other issues relating to their working environments.
I am cocksure, and optimistic that, if the aforementioned tips are considered, and implemented by concerned parties, it shall to a large extent, help to address and reduce crises in the workplace environment.
PROFILE of Comrade Christopher Uruemu Akpede:
Mr. Christopher Uruemu Akpede, is the Chief Executive Officer/Consultant at AKPECHRIS Nigeria Limited. A Consummate Professional Trade Unionist cum Labour Relations Specialist; with a robust, pragmatic, and impressive experience spanning over 25 years in the Industrial and Iabour relations fields, of the Nigerian Oil and Gas Industry. Having served in the Senior Management Cadre and also held various Administrative and Operational Positions at the Secretariat of the Nigeria Union of Petroleum and Natural Gas Workers (NUPENG), including the Lagos and Port-Harcourt Zonal Offices respectively. Furthermore, he is versatile and equally skilled in collective bargaining; dispute resolution, negotiation, Iabour relations, team Ieadership, conflict resolution, employee relations, problem-solving, and also an expert in collaborative union-management relations.
He began his Professional Career in 1993, with the Nigeria Union of Petroleum & Natural Gas Workers (NUPENG) in Lagos, as a Senior Organizing Secretary. He progressed through the various echelons in the UNION; and also worked as the Administrative Heads of the Lagos and Port-Harcourt Zonal Offices, from 2004-2016 & 2016-2018 respectively. He was thereafter, redeployed to the National Secretariat in Lagos, and with dint of hard-work, diligence, resilience, and perseverance; he was promoted to the position of Deputy General Secretary in charge of Administration in April, 2019.
Finally, he retired meritoriously from the Services of the UNION on 1st March, 2023. He possesses two Master Degrees in Public Administration (MPA), and Industrial & Labour Relations (MILR), respectively, from the University of Lagos, Akoka, Lagos State, Nigeria. And, also holds a B.Sc. (Hons.) Sociology & Anthropology Degree (2nd Class Honours – Lower Division), from the University of Benin, Benin-City, Edo State, Nigeria.
He is an Affiliate Member of the following Professional Bodies in Nigeria:
· Member – Nigeria Institute for Training & Development.
· Associate Member – Nigeria Institute of Management (Chartered).
· Associate Member – Chartered Institute of Public Administration of Nigeria.
State my profile – Christopher Uruemu Akpede ( Rtd. NUPENG Deputy General Secretary- Admin.) Currently CEO/Consultant at AKPECHRIS NIGERIA LIMITED.
