TUC changing times - TUC process

The process described here is tried and tested by the TUC and based on the widest possible involvement of management and workforce at all levels. You can adapt it to your circumstances.

The process is set out in stages, from one to eight. You do not need to follow these in strict order, and they can be mixed and matched to suit your needs, with several running at the same time.

The essence of the process – a genuine partnership which encourages mutual trust and support – will determine the end result.

In many ways the process is like a jigsaw puzzle: fitting together the various preferences of staff with business needs. If the pieces are put in place staff will have greater satisfaction, jobs will be more secure and the organisation more efficient.

Preparing to re-organise work
The process of achieving agreement on work-life balance and the re-organisation of work requires:

commitment to improving the organisation of work by each level of management, from supervisor to chief executive, union representatives and all grades of staff
understanding what it means for management, unions and workforce: productivity and profitability, job security, job satisfaction and working time
trust which is built by working in partnership to identify and solve problems jointly
representation from all groups of staff who will be affected
involvement through the widest possible consultation so that staff have the opportunity to contribute to solutions
listening to aspirations and expectations
considering ideas seriously – recognising that every idea, including the ones you don't like, needs to be examined
transparency by keeping staff fully informed
testing solutions – it is usually best to test new practices through a voluntary pilot study where staff are able to revert to existing terms and conditions if they wish
action on possible solutions rather than shelving the issue until it's too late
confidence in a positive outcome.

The eight stages are:

Developing joint working: management and unions working together is key to success
Teambuilding and project planning: the joint management-union group oversees the process
Involving staff: the widest possible involvement of staff, including managers
Involving customers: not an option because its integral to quality services and jobs
Trying out ideas: using focus groups
Widening horizons: learning from other people
Developing solutions: delivering results
Practical results and evaluation

Please note: you are free to adapt the TUC changing times process to your own circumstances, but please always credit the TUC when you do so.