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Learning’s from Marikana for SA's Labour Relations System 25 July 2013 Bill Thomson

Learning’s from Marikana for SA's Labour Relations System 25 July 2013 Bill Thomson.

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Learning’s from Marikana for SA's Labour Relations System 25 July 2013 Bill Thomson

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  1. Learning’s from Marikana for SA's Labour Relations System25 July 2013Bill Thomson

  2. Some StatsWorld Competitiveness Report: SA - 144 out of 144 countries in terms of Labour relations.SA has the highest Strike statistics in the world, the most working days lost and the most violence.SA has the highest number of labour disputes referred in the world.The CCMA is the busiest dispute resolution organisation in the world.

  3. Losing Focus Workers miss out as trade unions chase money, politics. Financial Mail: 24 August 2012 Cry the Beloved Country South Africa's sad decline. The Economist: 20 October 2012 Labour Turmoil What's wrong with SA's industrial relations. Financial Mail: 22 February 2013

  4. The socio-political context for SA's labour relations Inequality: SA the most unequal country in the world (rich & poor). Wage gap between workers and executives Poverty: The need to fairly distribute resources (decent work, housing, health, education) High Unemployment Extremely high levels of conflict / strike violence

  5. The South African Labour Market Predicament A dynamic but unsettled society: always simmering, sometimes boiling over – unmet social & economic needs, unmet expectations. A very high unemployment economy. Highly conflictual labour relations: adversarial bargaining, high rates disputation, very high strike rates. Not very productive workplaces. Clive Thompson: CCMA Indaba – 08 December 2011

  6. Some learnings from Marikana If there is non-delivery on socio-economic issues, they can manifest themselves as labour disputes. The labour law was not set up to deal with this. CCMA Director: Nerine Kahn

  7. Some learnings from Marikana Wages or politics? (Financial Mail 1987) Wages or socio- economic issues? (2012 -)

  8. Some learnings from Marikana Unions in disarray Unions divided Unions weak Poor management Adversarial collective bargaining Collective Bargaining (majoritarianism / sufficiently representative)

  9. Some learnings from Marikana It is important to analyse conflict because you will then be able to constructively engage with it and where relevant solve it. Conflict is an inherent part of being human.

  10. What were some of the conflict aggravators? Past unresolved conflict Mistrust Poor communication Perceptions Politics (and political opportunists) Poor policing

  11. What moderated the conflict? Mediation Participation of external and other leaders

  12. What are the learnings from Marikana? The regulation of collective bargaining (representivity) Excluding unions doesn't reduce inter-union rivalry, it aggravates it The need for leadership: management & union The need for collaborative problem solving

  13. What are the learnings from Marikana? The need to: Develop and maintain trust. Promote participative decision making. Develop a shared stakeholder focus on organisational performance. Barney Jordaan: SASLAW Seminar – January 2013

  14. What are the learnings from Marikana? That good relationships are not enough: participation must have tangible benefits Managers and union/worker reps need to be up-skilled in problem solving and early conflict management techniques Barney Jordaan: SASLAW Seminar – January 2013

  15. What are the learnings from Marikana? Effective systems for problem solving and conflict management need to be developed Model workplaces of high collaboration need to be developed Value based decision making needs to be promoted Opportunities need to be created to get parties together to find common ground to achieve the goals of the LRA Barney Jordaan: SASLAW Seminar – January 2013

  16. Some learnings from Marikana That Government assisted by business, has a key role to play in bringing stability to industrial relations by improving poor social conditions.

  17. Some learnings from Marikana New forms of worker association emerged including worker committees. That relying on legislation, rules, collective agreements and policies doesn't always work.

  18. So where does that leave SA's labour relations now? The need: For leadership: Government, management & union/labour. For collaborative problem solving & participative decision making. To develop a shared management/labour focus on productivity. For trust!

  19. So where does that leave SA's labour relations now? Third party intervention/facilitation of wage and other negotiations can be effective, especially now.

  20. So where does that leave SA's labour relations now? Create opportunities to get parties together to find common ground to achieve the goals of the LRA. Develop effective systems for problem solving and conflict management. Set up effective credible workplace communication forums, equip parties with the necessary knowledge and skills to participate meaningfully in such forums.

  21. Three Relationship Building Interventions Pharmaceutical Company / Union (Sept/Oct 2012) Gold Mine / Union (Nov 2012) Provincial Legislature / Union (June/July 2013)

  22. Conclusion Building High Performance Workplaces “Great & productive workplaces are those with strong working relationships founded on high levels of trust, respect and information sharing, geared towards the achievement of organisational goals and employee rewards.” Clive Thompson: CCMA Indaba – 08 December 2011

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