This is a tetralogy (look it up, we dare you) of four related articles designed to help you be more successful in your EBA negotiations. Here are links to the other 3 articles in the series - Part 2 - Situation Analysis Part 3 - Strategy Part 4 - Tactics Feeling Outgunned Perhaps? Do you sometimes...
Many of us like to think that we are great negotiators - whether it is getting the deal for that car, that holiday package, that new refrigerator or that new iphone. However, how often have we found out after the event, as we continue to “post comparative shop”, that we didn’t negotiate the best...
Take a step back - maybe your bargaining strategy is doing the opposite of what you intended. We share a recent experience and an "Ah-ha" moment for our client.
Ford, General Motors, Toyota, SPC Ardmona and Qantas. The Federal Government’s decision not to offer the financial support each was looking for clearly signals that companies need to deal with their problems in-house.
Paul Howes got something right, although like many of you I am rather ungraciously questioning his motivation (Yes, Minister). It is clear that the current industrial relations system is not working in the way that our country needs it to. Whilst many employees and their union representatives have benefited from Australia’s long history of strong economic growth, there are at least three things that concern me.
It is early days, but there are clear signs that employers are clawing back or planning to clawback terms and conditions in their enterprise agreements that are no longer affordable. How do you do this without alienating your employees and their representatives?
It doesn’t have to be this way. Too many employers fail to “take charge” of their EBA negotiations and /or put an EBA in place that provides significant benefit for all stakeholders. Too many employers only respond to union demands.
We recently wrote about employers who shoot themselves in the foot during enterprise bargaining negotiations with unions or with their employees, by agreeing to conditions that can threaten their very financial existence, or otherwise are not in their best interests. However, we also sometimes see situations where employers fail to reach agreements which clearly WOULD BE in their financial or other interests. In these supposedly economically rational times, why would that happen?
Why do some employers have a habit of shooting themselves in the foot in bargaining negotiations with unions and other parties, whilst others do a far better job at keeping in control of their labour costs and employee productivity? We provide some clues.
A recent decision of the Fair Work Commission (FWC) has highlighted the difficulty many employers will face if they wish to terminate an expired enterprise agreement – even with the overwhelming support of the majority of the employees covered by the expired agreement.
