The government’s Trade Union Bill threatens to undermine partnership working in the NHS for little, if any, gain.

I am not going to lie — I sometimes get fed up and frustrated with trade unions. A brave thing to say in a trade union magazine, but I guess that’s the lot of the HR Director. There’s always lots of change in the NHS; in fact it seems we live in a time not just of constant change but of perpetual unrest. At times, this inevitably brings conflict and tension on top of the day job. I have no doubt trade union activists feel the same about management and even the best HR directors! 

Photo: Leeds Teaching Hospitals

However, when we are honest with ourselves, we all recognise we are mostly on the same side. We want to provide better care delivered by skilled staff who feel valued and rewarded in the workplace. Most of us do know the benefits of partnership working in the NHS. Partnership working has been an effective development of workplace relationships in the NHS and a very credible alternative to old-style confrontational industrial relations: no more table-banging, no more achieving change through threat and counter-threat. 

Partnership working has delivered

Partnership working has delivered for both staff and patients and, against the odds, we have shown that partnership working can deliver in the good times, when we considerably expanded the NHS workforce and reduced waits and improved access for patients, and, more recently, in times of austerity, in helping us to agree CIPs and re-organisations. In public services, staff will always challenge the approach of the Government to the NHS. We need to understand this is different to workplace disputes.

So, the Trade Union Bill worries me. I am worried because it would be easy to recall the times when I have been irritated and frustrated with trade unions, and believe that the changes to balloting arrangements, deductions of subscriptions, and entitlements to facility time heralded by the Bill would make my life just a little easier. It won’t. 

Yesterday’s problems

Rather than spending time on discussing and managing the implications of legislation, I’d much rather we were talking about how better to engage with staff and involve them in developing the solutions to the challenges we face. I’ve learnt over the years that it is better to talk about tomorrow’s challenges and opportunities than spending time sorting out yesterday’s problems. Many of us have seen the benefits partnership working and staff engagement can bring to the way we deliver and improve services. These discussions require goodwill and transparency on both sides. 

Partnership working in the NHS has been hard won. A number of HR Directors in the NHS have asked the Cabinet Office Minister to be aware of the potential implications of the Bill. We risk some small savings distorting the huge benefits of partnership working and indeed the benefits of a society in which some speak up for those most disadvantaged in the workplace. Although I understand the government will want to explore all elements of cost avoidance (as I do), they should also take account of the cost savings we achieve through effective consultation and communication with and through trade unions.

Damaging constructive relationships

It’s important we don’t let our occasional frustrations blind us to the benefits trade unions bring to the NHS and to our society. I, for one, owe them a lot.