SAN FRANCISCO—It’s difficult to manage with a union present. But what’s less surprising—or publicized—is that it’s not impossible, panelists said at last week’s HR in Hospitality Conference & Expo.
At Four Seasons Hotels and Resorts, for example, VP of HR Debbie Brown doesn’t sweat the small stuff at her seven unionized properties in a portfolio that totals 40. “It is a burden that we all understand and acknowledge,” she said during a breakout panel.
Hotel employees generally unionize to collectively bargain for fair wages, health benefits, retirement security and to protect workers’ rights.
But for the benefit of those in attendance who were either new to the game or still struggling to come to that level of understanding, Brown, along with Hyatt Hotels Corporation’s Senior VP of HR Doug Patrick, shared some tips for how to best manage in an unionized environment.
Pick your battles carefully
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Debbie Brown, VP of HR at Four Seasons Hotels and Resorts |
“We really pick our battles with the unions very carefully,” Brown said. Not only can they be time-consuming, but employers also stand to lose more if they approach every conflict with guns blazing.
Patrick advised attendees to think of the long-term picture. “We really have to educate our people that we will be managing this hotel and many hotels for many decades to come,” he said.
A battle waged tomorrow will only mean more pain down the road, he said. Employers should approach conflict with a level head and stand up for those issues that are most important to the long-term success of the organization.
Choose the right representatives
Just as a savvy trainer wouldn’t send an inexperienced fighter into the ring, a hotelier shouldn’t appoint a green GM at a union property, the panelists agreed.
Four Seasons’ unionized hotels each have experienced GMs at the helm, Brown said.
“The seasoned manager is more apt to be 100% consistent,” she said, adding consistent management makes it much harder for unions to wedge themselves between employees and the employer.
But it’s not just the GM who must be a strong representative, Brown said. Everyone within the organization should be adept at dealing with union representatives—especially as the hotel works to push the conversation down to the lowest common denominator.
In the past, Brown said, the company’s HR directors used to be behind closed doors with unions 10 hours a day. Four Seasons now delegates those tasks to mid-managers to make the task more manageable.
“Unions take up a lot of time, and they waste, quite frankly, a lot of time,” she said.
Show respect—and demand it
“You’re got to continue to maintain the relationships at the local level,” Patrick said.
Hyatt, for example, involves union shopsters in key decision making and engages local union representatives early and often. When certain actions have to be taken, such as employee terminations, Hyatt will bring in the union immediately to keep it abreast of the situation.
But respect is a two-way street, Brown said. Hoteliers should demand it before even attempting to engage the union.
“We can agree to disagree, but we’re not going to fight with you,” she said, adding the company doesn’t tolerate loud, angry demonstrations and publicity stunts. “You can be very consistent and simply say, ‘We’ll give you the time, but we’re not going to give you the stage in that way.’”
Don’t take things personally
When respect falls to the wayside and unions engage in aggressive corporate campaigns, Patrick said one of the major issues he’s had to deal with is teaching his managers not to take the attacks personally.
“What’s really hard … is kind of helping our managers realize it’s not personal, it’s not an attack on you,” he said. “This is really about the union trying to get what they don’t have today.”
It’s easier said than done, he admitted, especially when the unions label the property and its management as anti-gay, anti-women, hating the environment or supporting terrorism.
Get the message out
The best defense against any adverse union action is strong and consistent communication, the panelists agree.
Communicating the story directly with your associates, no matter what that story is, is critical, Patrick said.
Managers can diffuse many conflicts by being as transparent with their workforce as possible. Such openness also trains employees to be just as forthright, keeping hoteliers in the loop and sharing concerns before getting a union involved.
“Communicate early and often, in all forms and fashions,” Patrick said.