Key Takeaways:
• Strong union-management partnerships are built on trust, transparency, and a shared commitment to creating fair, productive workplaces—not an adversarial mindset.
• A deep understanding of the labor agreement, consistent communication with union representatives, and regular collaboration help prevent misunderstandings and strengthen working relationships.
• When handled professionally and in good faith, the grievance process serves as a valuable tool for resolving issues, ensuring contract compliance, and reinforcing a culture of accountability and mutual respect.

Before working with unions, I harbored a preconceived notion that unions and management were destined to always be in strict opposition to one another, stuck in an adversarial relationship. I came to learn through experience that this was far from being the case. In fact, unions and management ultimately share the same desire for good working conditions, fair compensation, and benefits within the means of the institution. 

With open communication involving trust, transparency, honesty, and effective dialogue, even the most contentious negotiations can be resolved amenably. There are times when perceived unfairness and/or past misunderstandings need to be skillfully aired out with the goal of each side understanding the others’ point of view. Not necessarily agreeing—but understanding that both sides play an equal part in determining the success of the working relationship. 

The following tips are focused on three different aspects of the union and management relationship when an established contract is already in place. 

Become a Language Expert: Read an agreement/contract thoroughly to understand all contents. Include the preamble, each article, and any official side letters in the agreement. Seek advice on any language that seems ambiguous from someone with a historical perspective. It is important to understand the possible unwritten intent of each agreed-upon article from those with such insight. Investigate past practices associated with each article as they are almost always institutionalized and become difficult to stray from without both parties’ concurrence. 

Keep the agreement/contract bookmarked alongside an easily accessible paper copy. Provide continuous training to all supervisors and managers on the contents of each article that emphasizes the importance of adherence to these agreements.  

Relationship Responsibilities 

Shop stewards have an important role in the union and management relationship. It is important for stewards to have access and to feel comfortable bringing up concerns to leadership. Confidence in leadership can be built by actively listening and providing comprehensive responses to issues stewards raise. Understand that stewards will have the authority to relay leadership’s explanations and the why behind decisions to their co-workers/union members. 

Take time to schedule regular meetings (quarterly at a minimum) along with the union business representative. It is important that each meeting has an agenda, and that notes with follow-up action items are provided after. This is management’s opportunity to share upcoming proposed changes and give status reports on operations. Shop stewards also can give input that may add insight into a particular course of action under consideration. Overall, it is to leadership’s advantage to have well-trained and effective shop stewards. 

Grievances Process Privileges: It took me quite a while to convince my leadership team that grievances were not a bad thing or a sign of trouble. In fact, grievances are the mechanism for employees to have their complaints addressed. They are also provide an opportunity for leadership to confirm whether an action being grieved was justified and/or in compliance with not only the rules and procedures, but more importantly, the contract/agreement. 

If a rule or article is violated in good faith, then a reasonable remedy can be made. If the violation was in bad faith, then corrective action needs to be taken to ensure it’s not repeated. 

A formal grievance needs to be in writing and clearly state the specific contract article, rule, or procedure that is allegedly violated. The grievance should be filed at the lowest possible level of management—even if that person is the one to have allegedly violated the contract. If unresolved, then the grievance proceeds to the next level of leadership until a resolution is reached. Once it reaches the top level and remains unresolved, both parties can agree to move to mediation. That process must also be clearly defined through established timelines, an outlined mediator selection process, and a plan for how costs will be covered. 

In my experience, mediation was rarely necessary, and a compromised resolution was usually agreed upon. Or the union eventually decides that they don’t have good arguments, realize a violation has not really occurred, and withdraw the grievance. Leadership may also discover the action taken did not comply with the contract and offer corrective remedies to meet the grievance demands in part or fully.   

If leadership is diligent in adhering to the contract and the union brings forth issues and criticism professionally—without either side making it personal—then the relationship has a significant chance of being highly productive and mutually beneficial. The goal should be to develop and sustain a true partnership that will ultimately benefit the employee/union member in the long run.

Gene Woodard, R.E.H., spent more than 45 years in the cleaning industry, retiring as the director of building services at the University of Washington, before which he spent almost a decade at Emanual Hospital in Portland, Oregon. Gene was also a founding member of the Healthy Green Schools & Colleges Steering Committee and served for many years as an advisory board member of Facility Cleaning Decisions magazine. 




POSTED ON: 8/25/2026