Collective Bargaining during Times of Crisis: Recommendations from the COVID‐19 Pandemic

Abstract

The COVID‐19 pandemic dramatically changed employment across sectors in 2020. This Viewpoint essay examines public sector labor relations during the pandemic and describes the impact bargaining process that is used to protect public employees. The authors draw on their own experience with impact bargaining negotiations and the public labor relations, conflict management, and civil service reform literatures to develop recommendations for public union labor leaders during times of crisis. They suggest that public unions have an important role in crisis management but must act strategically to develop good working relationships with leadership and successfully negotiate employee protections in uncertain times.

Social Cohesion and Community Resilience During COVID-19 and Pandemics: A Rapid Scoping Review to Inform the United Nations Research Roadmap for COVID-19 Recovery

“…One paper on collective bargaining during COVID-19 was identified that documented the negotiations between American graduate assistant education unions and their employer and recommended: (a) initiating early with leadership, (b) mobilizing union members and the workforce, (c) prioritizing a shortlist of issues relevant to the crisis, and (d) formalizing impact bargaining agreements. 57 …”

“…Instead, the literature cites heavy-handed policing of overly stringent and out-of-touch pandemic interventions as well as opportunist populist leaders scapegoating minority groups and suppressing democratic governance as the source of mass public protest during COVID-19. 59 – 61 …”

“…One paper on collective bargaining during COVID-19 was identified that documented the negotiations between American graduate assistant education unions and their employer and recommended: (a) initiating early with leadership, (b) mobilizing union members and the workforce, (c) prioritizing a shortlist of issues relevant to the crisis, and (d) formalizing impact bargaining agreements. 57 Armed conflict alongside other disasters must be a top international, humanitarian priority. The force multiplier of this complex circumstance directly causes the loss of life and the exponential delay of recovery, which may be decades or generations away.…”

Introduction: COVID‐19 Viewpoint Symposium, Part II

“…Taking a bit of a turn, Fay and Ghadimi (2020) examine labor relations and what changed during and because of COVID‐19. Labor relations is a critical management strategy, and they outline evidence‐based strategies for engaging in meaningful labor negotiations during crisis, focusing on emphasizing needs of the most vulnerable first, negotiating early and regularly with leaders, and securing protections for all members.…”

A Case Study of ESL Students’ Remote Speaking Class Learning Experiences in a Canada University During the COVID-19 Pandemic

“…This open access article is distributed under a Creative Commons Attribution (CC-BY) 4.0 license engagement (e.g., Pace et al, 2020;Zayapragassarazan, 2020), there is limited empirical research investigating ESL students' engagement in remote speaking classes in the time of COVID-19. With the emergence of this disaster, it is imperative to rapidly examine the impact on and needs of students for decision-making in higher education programs (Fay & Ghadimi, 2020;Slick, 2020). The priorities for investigation are whether or not students have enough opportunities to speak English and what students' needs are in this transition to online learning.…”