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Published on March 14, 2008

Partnership is going to become important in labour relations. Yet, it is not a new concept.

What does social partnership mean? A workplace-level approach means management recognises the right of employees to form unions to influence decision-making and provides access to information on decisions. On their part, employees commit to the success of the organisation and may agree to flexible working conditions.

This is only a brief description, but it covers the most important points. First, it recognises that cooperation, not confrontation, is the way forward. Second, it recognises that employees can only develop their own agenda through an independent union. Third, it recognises that the union has a shared interest in the success of a company as directly related to how secure jobs are.

We are now looking for the key principles of partnership that both employers and unions can effectively apply to solve their differences.

n Unlike a traditional approach, partnership means moving away from the practice of only talking once a year during wage negotiations and instead maintaining a constant dialogue. Employees, through their union, should be involved from an early stage to achieve common goals based on a series of measures designed to improve trust and fairness at work. There should be better consultation on a much wider range of issues. Attention should not be solely focused on pay and working conditions but should include the whole spectrum of union interests from training to employee development.

n Instead of shouting across the table when there is disagreement, partnership means trying to resolve differences by dialogue. The partnership approach allows a constant, constructive dialogue and means employers and unions can take a shared approach to problem solving. Decisions should only be taken once the union has been consulted and has had the opportunity to discuss it with its members.

n Partnership will give employers a better relationship with their workforce. It requires a commitment to giving employees a greater say in the direction the company moves. Employees will then feel more connected and committed to their company. The company can only succeed when workers feel valued and respected.

Real partnership requires significant changes in attitude, substantial resources and long-term commitment from everyone. The key is education and training. Employees and managers need to learn what workplace partnership is and how it operates. Without this learning process, partnership cannot be developed.

Dr NutavooT Pongsiri is HR manager of Chevron Thailand Exploration and Production. His column is published on the second Friday of every month.

dr nutavoot  pongsiri