I’m thrilled to sit down with Sofia Khaira, a renowned specialist in diversity, equity, and inclusion, who has dedicated her career to transforming talent management and development practices. With her extensive experience in HR, Sofia has been instrumental in creating inclusive and equitable workplaces across various industries. Today, we’ll dive into the evolving landscape of employee relations, exploring the rising expectations of industrial action, the role of trade unions, and how HR can foster stronger connections between management and employees. Our conversation will touch on the challenges and opportunities in this space, as well as practical strategies for building trust and engagement in the workplace.
How do you see the growing expectation among many employers that industrial action will increase over the next year, and what might be fueling this sentiment?
I think this expectation stems from a combination of economic pressures and shifting workforce dynamics. Employees are grappling with rising costs of living, stagnant wages in some sectors, and a general sense of uncertainty about the future. At the same time, there’s a growing awareness of collective power—people are more willing to stand up for their rights through strikes or other actions when they feel unheard. This sentiment is amplified by recent high-profile disputes that have made headlines, creating a ripple effect where workers in various industries feel emboldened to push for change. It’s a signal that trust between employers and employees needs to be rebuilt in many cases.
In what ways might this trend of potential industrial action impact businesses across different sectors?
The impact really depends on the sector. For industries like transportation or healthcare, where disruptions can have immediate and visible consequences, the stakes are incredibly high—think delayed services or compromised patient care. In contrast, sectors like tech or finance might face more internal challenges, such as productivity dips or reputational hits if disputes drag on. Across the board, though, businesses could see increased costs from negotiating settlements or managing downtime. More importantly, prolonged action can erode employee morale and trust in leadership, which is harder to quantify but just as damaging in the long run.
What’s your take on the perception that trade unions still hold significant power to disrupt the economy, as many employers seem to believe?
I do think unions retain a strong capacity to influence, especially in industries where they’re well-organized. Their ability to mobilize large groups of workers can bring operations to a standstill, which is a real concern for employers. However, I’d argue this perception sometimes overstates their current reach—union membership isn’t as widespread as it once was in some regions. Still, when unions do act, their impact is felt not just by individual companies but across supply chains and public services, which fuels this belief in their disruptive potential. It’s less about constant interference and more about the high stakes when they do step in.
How has the view of unions’ influence among employers evolved in recent years?
There’s definitely been a shift. A few years ago, many employers might have seen unions as a relic of the past, less relevant in a modern, flexible economy. But with recent waves of industrial action and greater public support for workers’ rights, there’s a renewed recognition of their influence. Employers are more aware that ignoring or underestimating unions can backfire. I’ve noticed a growing respect, even if it’s sometimes tinged with caution, as companies realize that unions can be both a challenge and a partner depending on how relationships are managed.
Can you highlight some specific benefits that come from employers partnering with trade unions?
Absolutely. When done right, partnering with unions can create a more stable and engaged workforce. Unions often act as a bridge, channeling employee concerns to management in a structured way, which can prevent small issues from escalating into major conflicts. They can also contribute to better policies—think fairer pay structures or improved safety standards—because they bring the worker’s perspective directly to the table. I’ve seen cases where such collaboration has led to higher job satisfaction, which ultimately boosts retention and productivity. It’s about turning potential friction into constructive dialogue.
What steps can HR teams take to cultivate a positive and productive relationship with unions?
It starts with building trust through transparency. HR should prioritize regular communication with union representatives, sharing information early and often, even when it’s not required. Listening actively to their concerns and following through on commitments is crucial—empty promises will only breed distrust. I also recommend joint training sessions for managers and union reps to align on goals and processes. HR can play a mediator role, ensuring both sides feel respected, and focus on problem-solving rather than adversarial posturing. Consistency and fairness in how issues are handled go a long way.
What do you think contributes to the generally positive feedback many employers give about manager-employee relations?
I believe it’s largely due to a growing emphasis on open communication and employee engagement over the past decade. Many organizations have invested in training managers to be more approachable and empathetic, which helps build rapport. Regular feedback mechanisms, like surveys or town halls, also allow employees to feel heard without resorting to conflict. When managers show genuine interest in their team’s well-being—whether through flexible policies or recognition programs—it fosters a sense of mutual respect. Of course, this isn’t universal, but where it’s prioritized, the results speak for themselves.
For the minority of employers who report poor relations between managers and employees, what might be at the root of those struggles?
Often, it comes down to a lack of trust or misaligned expectations. If employees feel managers are inaccessible, dismissive, or inconsistent in decision-making, resentment builds quickly. Poor communication is another culprit—when information isn’t shared openly, rumors and uncertainty take over. In some cases, it’s tied to broader organizational issues like understaffing or unfair compensation, where managers become the face of employee frustration even if they’re not directly responsible. Cultural mismatches, where leadership styles clash with workforce values, can also play a role.
How can HR professionals work to sustain or even enhance these manager-employee relationships, especially during challenging periods?
HR has a pivotal role in setting the tone. They can start by equipping managers with the tools and training to handle tough conversations—whether it’s about layoffs, workload, or policy changes. Encouraging a culture of regular check-ins, not just during crises, helps catch issues early. HR should also champion fairness, ensuring policies are applied consistently and grievances are addressed promptly. Facilitating spaces for honest dialogue, like focus groups or anonymous feedback channels, can keep the pulse on employee sentiment. Ultimately, it’s about showing employees that their concerns matter, even when solutions aren’t immediate.
What does a holistic approach to employee voice mean to you, and how can HR put this into practice?
To me, a holistic approach means creating multiple avenues for employees to express themselves, both individually and collectively. It’s not just about one-on-one meetings with managers but also ensuring there are structured channels like union representation or staff councils where broader concerns can be raised. HR can implement this by integrating feedback into decision-making processes—showing employees their input shapes outcomes. It also involves fostering a culture where speaking up is safe and valued, whether through anonymous surveys or open forums. The key is diversity in how voices are heard, so no one feels left out or silenced.
What is your forecast for the future of employee relations and industrial action in the coming years?
I anticipate a period of heightened activity and tension in the short term, as economic challenges and policy changes around workers’ rights continue to unfold. We’re likely to see more industrial action as employees push for better conditions, especially in sectors hardest hit by inflation or staffing shortages. However, I’m optimistic that this could lead to stronger, more collaborative relationships in the long run if employers and HR teams seize the opportunity to engage proactively with employees and unions. The focus will need to be on rebuilding trust and adapting to new expectations around fairness and flexibility. If handled well, this could be a turning point for more equitable workplaces.
