Collective Bargaining
By definition, collective bargaining is the good-faith process between an employer or management and a trade union representing the employees. It is the process for negotiating wages, responsibilities, working hours, working conditions, and other details that affect what the employees do and how the interaction between the employees and the organization moves forward.
Collective bargaining is the fundamental principle on which the trade union system is based. On the surface, collective bargaining in the context of a nonprofit is not particularly different from any other labor negotiations. But below the surface, things can be very different.
The Right to OrganizeAmerican labor law makes very few distinctions between for-profit and nonprofit businesses. When most labor laws were written, the nonprofit sector was so small it was of little consequence. Only in the past twenty-five years have nonprofits grown large enough to warrant organizing. The rights of a worker — any worker — are basic to our economy.
A number of national organizations that represent many classifications of workers are actively organizing individuals in the nonprofit sector. This has generally been a positive trend for the employees and, ultimately, for the organizations in which they work.
ConfrontationMany for-profit businesses were founded and continue to thrive in a highly competitive environment where intense negotiations and indeed confrontations may be necessary. Prevailing in such an environment is part of doing business. But many people who are drawn to nonprofits feel differently.
Both employees and organizations can derive excellent benefits from developing good relationships with the unions. There may be opportunities to join large health-care pools or to voice opinions on community issues. Although as a 501(c)(3) you cannot directly lobby for legislation, many unions are able to do so, which benefits everyone who supports your particular cause or issue.
Unions deal with for-profit and nonprofit businesses differently in terms of how the negotiating parties view each other and how they arrive at a fair and equitable contract. Many employees have a deep emotional bond with the mission of the organization and naturally seek consensus over confrontation, so the idea of a labor-bargaining session can be upsetting.
A number of forward-thinking unions are recognizing the differences between nonprofit workplaces and companies in the for-profit sector. They are learning to work for the good of both the workers and the organization, seeking that proverbial win-win outcome.
