Millennials prize work-life balance above all other employment-related goals. They’re also more likely to have a spouse or partner in the workforce than any other generation, so flexibility is key to keeping them engaged in their work. Therefore, many unions that seek to recruit younger workforces will emphasize their ability to obtain generationally-important benefits from employers. However, savvy businesses know that they can provide the specific benefits their employees desire, benefits that both engender loyalty and demonstrate responsiveness to its workers’ needs.
Instead of dividing paid leave into sick time and vacation days, employers can transition into a paid time off policy that places all time off in one PTO “bucket.” This time off policy allows employees to take time off when they need it without having to account for how they’re spending their time off. On the flip side, today’s workers, those that are highly engaged and inspired by their work, can have a tendency not to take that time off. To make sure that your most dedicated employees don’t experience burnout, allow a very limited amount PTO to carry over to the next calendar year.
Most employees carry smartphones during vacations and time off, but your manager and leaders should avoid contacting them unless it’s a genuine emergency. Support a work culture that allows employees not to check or answer their emails during their off-hours. Businesses who encourage employees to take a true vacation are rewarded with more productive and loyal employees.
Over three-quarters of married Millennials also have a spouse that works full-time. So companies that can provide flexible schedules, partial telecommuting, four 10-hour shifts per week or other attractive options can attract better talent and cultivate loyalty among employees.
Even if your company does not fall under the Family and Medical Leave Act of 1993, you will want to offer leave options to new parents. Research indicates that paid maternity leave had no adverse effect or even a positive effective on businesses 91 percent of the time. Offering paid leave also increased the chance that an employee would return to work after the birth or adoption of a child. Top tech companies who compete for talent know the benefits of offering paid parental leave: They already offer some of the most generous packages in the United States. Remember that even your employees without children may need time off to care for a family member, parent, or spouse.
Sometimes companies that offer work-life-affirming benefits find that few workers regularly use them. It’s natural that some businesses have busy periods where employees really can’t take time off. But workers should balance these busy times by taking more time off during the year. To demonstrate that the company supports this balance, your managers and leaders should exemplify work-life balance in their lives. Not only will regular time off increase productivity, in management but it should also assuage worker fears that they’ll experience retribution if they take regular time off. Having regular discussions about taking time off conveys that the company cares about team members, making them less likely to become disgruntled during busy periods.
On-site daycare, flexible telecommuting, and other benefits allow employees a chance to balance their work lives while focusing on their personal well-being. Because so many parents are part of two-income households, companies can’t expect that a stay-at-home spouse will be responsible for covering minor family emergencies. Companies such as American Express have seen success by offering their workers even more flexibility to handle minor family problems, coupled with providing backup care services that employees can use.
Already there are more Millennials in the workforce than Generation X, and within the next few years, they’ll overtake Boomers as well. For this reason, businesses should consider now how they can support their younger workforce and demonstrate that a union-free company is better for everyone. Companies who ignore workplace flexibility and work-life balance risk creating an inviting environment for union organizing. Any employer working to build a union-proof culture knows that it’s far more cost-effective to retain the best workers, rather than having to recruit, hire and train repeatedly.
Once a labor-relations issue arises, or a campaign to unionize your workplace begins, nothing looks as bad as a quickly re-drawn grievance procedure. At best, you will have weakened your employee’s trust in you; at worst, you might be guilty of an unfair labor practice.
Making sure employees feel like they’re a part of things plays a major role in creating a union proof culture. Implementing a pro-worker alternative dispute resolution (ADR) policy now will go a long way towards securing this end.
Proper employee communication is vitally important in all aspects of your approach to human resource management. As part of your company’s continuing dialogue, it is crucial to ensure that employees feel they have a voice in the workplace arena, and that this voice is listened to by managerial staff and those in decision-making positions.
Maintaining a union-free workspace means ensuring that your employees feel valued. So, let’s look in some detail at a few ways in which you can develop a good pro-worker ADR policy, and how best to implement those policies to ensure your company stays union-free:
Even if you’re only just beginning to create your ADR policy, or you have just begun to make substantial changes to a pre-existing one, let your workers know this as soon as possible. Communicate in the way most familiar to your employees, so that while the issue may be new, the mode of communication is trusted. If you do regular video updates and distribute them via an email link, don’t suddenly start using social media to talk about your dispute resolution process – – even if you plan to use that new channel to educate employees on the program going forward.
It might seem a trivial point, but do you know what issues in the day-to-day running of your business are the most likely to make your employees concerned?
Survey your workforce. Find out if there’s a health and safety issue that they are particularly worried about, and identify any areas that might make your staff feel insecure or anxious.
Conducting an employee survey may also help shape your Dispute Resolution policy. You’ll definitely get an idea of the issues that might be addressed by your ADR program, and how engaged your employees might be in that process.
Fully integrating your workforce into the actual dispute resolution process itself is a great way to signal to your employees that you are willing to take their input seriously and give them a role in the things that matter to them.
Furthermore, employees are often the best-positioned people in your business to tell you about the specifics of an internal workplace dispute. Rather than being overly lenient, they are usually the most incentivized members of your company when it comes to grading their colleague’s work performance.
As an employer, you are not going to get every decision right. But appearing arbitrary with the application of your decision-making principles is a surefire way to bring about employee-relation breakdown.
A good insurance against this perceived arbitrariness is to have a fair and robust appeals policy. This way, bad decisions can be swiftly rectified, and it provides another outlet for employee grievance other than turning to a union.
This should be fairly obvious, yet it does require diligence from your managerial team. Consistency is the visible byproduct of integrity, and employees can spot a lack of integrity from a mile away!
Inconsistency, even in the smallest of workplace matters, can have profound implications for workforce morale. Train your managers and supervisors to understand this, and educate them on the need to apply workplace rules fairly across the board.
Listen to your employees as you create your ADR process, and take action based on what they are saying. In order to be inspired, employees must feel that they are making a worthwhile contribution to the organization – and that their contribution is valued by you, their employer. With an effective channel to have their voices heard, it won’t be a union they turn to when problems arise.
You may find The United States Office of Personnel Management’s guide to creating an Alternative Dispute Resolution process helpful.