What is good for one is not always good for the other!
To become a seasoned HR professional one needs to know not only the basics but understand the complexities of union management relationships. Having an understanding of patterned bargaining is one of those invaluable HR insights that will boost your HR career.
Collective Bargaining negotiations are always a complex dance between two parties. In many cases it involves not just the union and management at a single negotiations table but will include other employers that are represented by the same union. That has been the case for collective bargaining in the Auto Manufacturing Industry with Ford, GM and Chrysler in Ontario for decades. However, that may be changing in this round of negotiations
What is patterned bargaining? According to their own documentation the CAW (now Unifor) in its bargaining philosophy explains patterned bargaining on page 62 of the 2008 Collective Bargaining and Political Action Convention report as the following:
“In pattern bargaining we focus our efforts at negotiating a deal in one location that can be applied to other workplaces. Pattern bargaining is our attempt to overcome the limits of an industrial relations model built on collective agreements that apply to a single location or a specific employer. In some situations the pattern agreement is virtually the same across companies, as is the case in our bargaining at GM, Ford and Chrysler.”
Typically the union, in this case Unifor, will target a specific automaker where the union feels it can get the best deal. When a new collective agreement is obtained with the targeted employer the other employers will accept the deal as a “me too” agreement and they do not have to spend time to go through the negotiation process nor have a threat of a labour disruption. One could say it is a win/win situation and keeps the collective agreement consistent across the industry.
For the current 2016 round of auto industry labour negotiations, Unifor targeted GM in Oshawa as the primary employer to begin negotiations. In September 2016 the parties successfully reached a deal. This agreement would normally set the pattern for other agreements to follow and labour talks would be completed with the other two employers.
Here is where the twist happens, Unifor may not follow patterned bargaining nor have the ability to settle with the same GM deal for Ford and Chrysler as has been the precedent. This round the President of the Union Local 707 representing Ford employees in Oakville states he “is not prepared to accept the template that secured a deal with General Motors.”
Dave Thomas the Unifor Local 707 president goes further on to state:
“We as a local bargaining committee have sent a very clear message to Ford Motor Company and the national union that the framework agreement between GM and the membership will not suit the needs of the membership in Oakville.”
This is a very interesting turn of events; the auto workers’ union has been very successful in the past by having a united front and a common focus. This has been their bargaining philosophy for decades, but just how the manufacturing industry has been dramatically changed by globalization, so too may the concept of patterned bargaining in the Auto Sector.
- What are the benefits and negatives for an industry to follow the concept of patterned bargaining?
- What are the benefits and negatives for an union to follow the concept of patterned bargaining?
- Research and identify if there are any other unions and industries in Canada that follow the philosophy of patterned bargaining