Negotiation Development and Practice Inside the UN ICTY
Public / Private Sector • Collective Bargaining
International Organisations • The vast majority do not recognize Collective Bargaining even when hosted by a Member State who has ratified the 1949 ILO Convention
Formal UN process • JAC (Joint Advisory Committee) • Ineffective body • Consulting role only • No official agreements on how to function • Little documentation on the subject • Considered “rubber stamping” committee by the staff • Concerns “noted” / Consultation complete
What did we do? • Int. Org. Staff Unions and Associations cannot operate with the same protections and rights as Public/Private Sector Unions. • The Achilles Heel in calling for recognition and collective bargaining was the common perception that we had a small mandate from the staff (quantified by active contributing Union members).
What did we do - Step 1 • Introduced a Union Membership Campaign • Increased awareness • Used “active” Staff Union members to lobby apathetic and cynical staff.
What did we do - Step 2 • Wrote a letter to the Registrar requesting official recognition for the Union and that the 1949 ILO Convention on Collective Bargaining be implemented
What did we do - Step 3 • Both parties agreed to a 4 + 4 working group mandated by the Registrar to provide a legal framework acceptable to both the Union and Management
What did we do - Step 4 • The JNC Agreement (Joint Negotiation Committee) was signed which included official Union recognition.
What did we do - Step 5 • Union and Management teams attended joint negotiation training provided by ACAS (Arbitration Consultation and Advisory Service)
How it works • Each party may bring any issue to the JNC • Equal membership 4 + 4 • Alternate Chair • Secretary jointly appointed • Either party may bring external experts during negotiations • If agreement is reached a joint recommendation is sent to the Registrar • Registrar’s decision is published to the staff
Handy Tips • Interchange your membership according to skills, subject etc. • Make sure that opposite number has authority to make agreements. • Circulate position papers well in advance and insist on the same from the Management. • If papers are submitted at the JNC or evening before, cancel and reschedule. • Sign off minutes and agreements before closing or adjourning. This avoids misunderstandings and ensures maximum progress.
Handy Tips • In order to strengthen your voice and mandate, poll staff on important issues before submitting to JNC.