The Lessons we learnt in the 1970s

 Trades Unions exist to protect, defend and negotiate for the rights of their members, the levels of pay,  the security of jobs and fairness in treatment. In many parts of the UK, based on the history of many decades, employees felt they were always going to be exploited and so were always ready to take up the fight. Being employed did not mean security. Employers with their Head Offices miles away in London, New York, Paris, Tokyo, etc. could make closure decisions at any moment. The strength of united mass action was a last resort weapon, but one that often brought about results and so was used more and more.

For those expecting the worst, action to keep pay high was to keep redundancy benefits high;  as would be the costs of closure, so acting as both a deterrent and benefit. 

During the 70s we saw the targeting of government funded initiatives to create employment with state assisted factory building, state supported recruitment.  These plans were targeted by extremist left wing activists to cause disruption - targeting trade union positions and encouraging demarcation. We witnessed major investments in the North West for Liverpool (overspill), Manchester and also in the West of Scotland. New Towns, Overspills and Industrial Estates with ready made factories. These were plagued by organised disruption made worse by poor managerial leadership - particularly in sites where the company directors were based far away in London or overseas. 

However, union members are employees (now colleagues) first and members second. The people responsible for protecting the jobs, employee rights and levels of pay should be the managers of the employees in their teams and the Boards of Directors who have the management, direction and sustainability of the business in their trust. Organisations which learnt to look after their employees as valuable members of the business, benefitted in increased loyalty, improved positive culture, reduced staff turnover, loyal commitment and able to offer enhanced job security and good working conditions.

Businesses that understood these were able to develop successful, efficient, rewarding and enjoyable enterprises. The role of the shop steward became redundant in the functions of representing members, as supervisors became advocates for their colleagues. Unions focussed towards insurance, safety, health, legal representation and political campaigns.

Companies which learnt to lead and manage effectively were companies which balanced the needs of customer, employee and shareholder, were building sustainable, socially responsible and profitable futures. Political meddling, poorly thought through economic strategies, blindness to blatant foreseeable consequences were less of a problem. The change in overall attitude was noticed by overseas manufacturers who began to see the UK as an opportunity rather than a problem, particularly for Japanese motor and IT companies.

Key was the lesson for managers to get down on the shop floor - talk and ,more importantly, listen to each and every member of the workforce. Understand needs, priorities but also educate: Needs of the business, the market, the strategies for survival, growth and long term sustainability.