The summer of strikes: How did we get here?

In the three decades that I have worked in HR, I have seen working conditions change for the better in the UK. Broadly speaking, during this time UK businesses have nurtured positive working environments and enjoyed a growing economy, which meant that strike action was a rarity that mainly took place overseas.

In the three decades that I have worked in HR, I have seen working conditions change for the better in the UK. Broadly speaking, during this time UK businesses have nurtured positive working environments and enjoyed a growing economy, which meant that strike action was a rarity that mainly took place overseas. 

However, recent events have flipped the working world on its head, with a series of unprecedented challenges facing businesses and employees alike. From supply chain issues caused by the Suez Canal obstruction to the war in Ukraine – not to mention a global pandemic – these are all legitimate and unpredictable reasons why many businesses are struggling to balance the books. At the same time, inflation has escalated at a rate unprecedented since 1980 and individuals are facing a cost of living crisis. Despite the latest government data suggesting annual wage growth is at a record high, many workers are under immense financial pressure. This perfect storm has led to difficulties and dissatisfaction by both employers and employees which – when not resolved at the earliest opportunity – can escalate to the type of industrial action we now hear about on an almost daily basis.

Organisations that experience strike action have a mountain to climb when it comes to repairing employee relations, not to mention the other potential repercussions, such as financial and reputational damage. I’d strongly advise business leaders to work closely with trade unions and employee representatives on this journey to repairing the wounds and preventing further action.

Meaningful two-way dialogue between employers and employees is the only real route to full resolution and this should ideally occur long before workers feel that industrial action is their only answer. During these unprecedented times, business leaders across all industries must do all they can to support and respect their workers, paying close attention to any small issues and working towards a win-win resolution long before the seemingly minor problems escalate. Unless business leaders and representatives collaborate meaningfully, I would expect to see further industrial action well into the autumn and beyond.

    Read more

    Latest News

    Read More

    How to support employees with problem gambling

    13 November 2024

    Newsletter

    Receive the latest HR news and strategic content

    Please note, as per the GDPR Legislation, we need to ensure you are ‘Opted In’ to receive updates from ‘theHRDIRECTOR’. We will NEVER sell, rent, share or give away your data to third parties. We only use it to send information about our products and updates within the HR space To see our Privacy Policy – click here

    Latest HR Jobs

    Leeds Arts UniversitySalary: £35,000 to £38,227 per annum

    University Of The Arts LondonSalary: £43,512 per annum

    My client, a growing logistics group, is seeking to hire an experienced and strategic HR Director to lead their Human Resources function. As the HR

    Position: Human Resources Director Location: Central London Sector: Restaurants and Leisure Salary: £90k-140k excellent package Our client, a leading operator in the restaurants and leisure

    Read the latest digital issue of theHRDIRECTOR for FREE

    Read the latest digital issue of theHRDIRECTOR for FREE