EU vulnerability assessment: is it at risk of unification? And what he can do today

Any business that wants to remain united in the EU must develop a trade-off strategy. However, this strategy does not come in a "one size fits all" program. There are many factors – internal and external – that are used to assess the "trade union threat" level of businesses, and understanding this is a better way for management to see what kind of trade union prevention space is needed.

-Assessment: Fundamentals

Before we start, it is important to lay the foundations for avoiding trade unions. The 3-part approach will cover the basics. The first of these is your most recent staff. A clear explanation of the philosophy of freedom of association for business freedom must be a constant part of the manual of employees and must be communicated on the first day in a huge but not difficult hand.

Secondly, on the political side, but also its current staff, consider developing non-non-retrieval / non-posting guidelines covering electronic and printed materials. Be sure to consult your Legal Advisor on the best formulation of these policies, but educational information is available online.

The third stage of this fundamental fund is to ensure that supervisors and leaders are taught in the evasion tactics of a legitimate union

EU Vulnerability Assessment

With this 3-part foundation, a more robust vulnerability assessment can take place. Start with five key areas: staff, geography, industry, local factors, and business concerns. These areas can be evaluated on a 10-point scale where "1" is low risk and "10" is an area where serious and immediate attention needs to be paid.

1) Employee worries. Placing the company as an "elected employer" can be one of the strong elements of an effective EU eviction strategy. It is important to know what employees feel about the company's key issues (not just wages, but workplace safety, health care, etc.) and how they reacted. One way to get accurate metrics is anonymous employee surveys; an open and honest continuous dialogue with direct supervisors is an effective tool.

2) Location, location and location. The number of geographic diversity and the number of sites is also a factor to be taken into account. Different factors may affect different venues, so some sites tend to be more inclined to trade unions than others. Learn about the professional or trade union culture in each area, as well as research statistics about the organization and trade unions. Many companies have sites where trade unions and workers without union work side by side. This way, union workers can be much more receptive to the organization, whether they are in the best interest or not, as the union staff will be able to strengthen the membership.

3) The wisdom of industry. Of course, some industries are more prone to trade unions than others. The organized workforce publicly announced that its current plans include the organization of healthcare, construction and transport workers. But even this is evolving to include the very visible fast food industry organizing campaigns. The generations ago most of the industry's trade unions were manufacturing or car parts, but this effort is apparently running. Nowadays, becoming a target may be more tied to the standard of living within the industry: low wages, low skilled labor support the trade unions and promises most

4) Local level. Do you know which trade unions are most local (not just in the industries concerned, since almost every trade union recruits outside of their own field of expertise). Local trade unions often list their game books on their website or issue at least critical documents and information that provide insights into the target areas and even list local companies. Have a good understanding of the local union – their finances, membership, local corruption, and any other information can help to illuminate the truth if needed. [5] The big picture. Corporate campaigns are becoming more and more common when trade unions are engaged in full media, public relations and public campaigns to put pressure on the trade unions. EU organizers are looking for public records, including lawsuits filed by employees (or their former employees), FLSAs, or security breaches, whether they are related to the event, as well as the appeal of religious and community leaders and their organizing leadership. The more injuries or weakness they can dig, the sooner the targeted company arrives, even without employee consent. But as corporate campaigns are costly and time-consuming, trade unions often ask for a neutrality agreement. Within the framework of the neutrality agreement, companies agree to allow trade unions to access workers without intervening in order to prevent the name of the company being compromised in public opinion.

Creating a Personalized EU Prevention Strategy

it is time to set up a personalized EU avoidance strategy and a communication plan to tackle this strategy.

5-10 points: Low risk. If the assessment shows a high level of employee morale, there is no trade union interest and lack of trade union presence in the region, then the company is considered as a low risk for trade unions. We do not assume that there is no need for action at a low risk level. Truth is essentially the opposite. Trade unions have long been the best of luck with unsuspecting businesses who simply do not talk to their employees, assuming everything is fine.

Low risk, it simply means that strategies (or luck) are in place today, not necessarily going to work tomorrow. Ensure supervisors to develop effective labor and employee relationships. His Labor and Employment Attorney reviews the Employee Handbook on the effectiveness of legal compliance and maximum trade union prevention and analyzes state and local laws. Complete preliminary research of any trade union that could be a threat. While it may seem controversial, it is essential that you start communicating with employees directly from the company's union-free philosophy. This Communication includes the introductory "Labor Relations 101" video (for new employees and current employees), which explains the unethical philosophy of the company and its causes

11-20 points: Moderate risk. At a moderate risk stage, companies have workers in a demographic group that receives trade unions, there is often evidence of Union interest in the facility, and trade unions are present in the immediate area. Stronger aggressive strategies are needed at this point. Comprehensive role-based training on the legal methods of distributing propaganda in the union is essential. As far as workers are concerned, review the issues raised and address immediately any legitimate interest. This is likely to mean that you look closely at the terms and conditions of employment. Education campaigns must continue. Card videos can be used to dispel trade union myths and risk signing a trade union authorization card. At this point, you may also need to have a web presence, such as an employee-centric site that goes into your company and your employees' homes. The site is a powerful and effective resource to counteract the undoubtedly ongoing online organization

21-50 points: Great risk. If you are in a high-risk zone, danger signs include low employee morale and trade union presence within the area and may include card signing activity and instantly obvious trade union activity. At this point, it is strongly advised to have a legal adviser, as all trade union preventive measures must be implemented within the NLRB rules. Direct communication with employees is vital and should be in the form that employees expect from the previous communication: personal contact, meetings, videos, web pages, letters and newsletters. This communication strategy must be started immediately, starting with a self-developed role-playing video to keep the themes open, adding the campaign-specific web presence to employees and providing training resources on topics such as organization, bargaining, workplace security, and strikes.

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