Podcast 224: Trade union membership has been falling globally over recent decades. But could the UK be on the brink of a renaissance putting power back to the people within in industrial relations? And more importantly, are employers truly ready for what’s ahead?
A new CIPD report revealed that 62% of employers believe the UK is entering a more unstable period of employee relations. With potential new legal changes arriving soon, those wishing to build positive industrial relations will need to have a transparent approach, underpinned by shared expectations and behaviours. So, what role must people professionals and employers more broadly play in establishing shared expectations and behaviours, strengthen partnerships with trade unions, and create effective voice channels within organisations?
Join Nigel Cassidy and this month’s guests – Nita Clarke, Director at Involvement and Participation Association (IPA); Mustafa Faruqi, Employee Relations Strategy Director at BT; and Alistair Paton, Senior Director for Colleague Relations at Asda.
In this episode we explore:
Duration: 00:30:42
Use our range of practical tools to help you work effectively with trade unions in Great Britain
This factsheet looks at employee voice, its purposes and use, and the benefits it can bring to an organisation and its workforce. It also covers whistleblowing and creating a speak-up culture
An introduction to trade unions and how to work with them effectively
Listen to episodes from our CIPD Ireland Podcast Series on a range of topical workplace, HR and L&D issues
Listen now
Listen to episodes of HR People Pod, the CIPD’s fortnightly podcast providing expert insights from HR leaders discussing the topical issues impacting the world of work.
Listen now
The era of AI experimentation is beginning to give way to a more pressing organisational challenge – how to scale adoption in a way that is joined up, responsible and capable of delivering real value and return on investment. But what does AI maturity look like in practice?
As entry-level hiring contracts and AI reshapes junior work, could organisations be sleepwalking into a future capability crisis? And if so, how can employers redesign roles and pathways without undermining talent pipelines, innovation and long-term capability?