More than 350 Unite union workers began striking in January, escalating to an indefinite strike on 11 March. The union claims removing the waste recycling and collection officer role will impact the pay of around 150 members, leaving them £8,000 a year worse off.
On Monday (14 April), Unite members rejected a deal from Birmingham Council to end to dispute, describing it as “totally inadequate”.
During times of industrial unrest, HR leaders and employers should focus on the way they are leading their workforce, stated David Liddle, founder of change and leadership consultancy The TCM Group.
Speaking to HR magazine, he explained that disputes like the one in Birmingham highlight "the critical importance of values-driven leadership, meaningful dialogue, and a principled approach to conflict resolution. These are not optional extras; they are essential components of a transformational culture, where trust is cultivated and sustained even amidst disagreement.
"At the heart of any dispute lies a deeper question: are we just managing conflict or are we transforming it? Traditional industrial relations have too often relied on adversarial postures and positional bargaining. But this well-worn path leads us only to further polarisation. What is needed instead, is a shift towards a new social contract-one built on the pillars of trust, fairness, dignity, and inclusion."
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In a public statement, Unite's general secretary, Sharon Graham, said: “The rejection of the offer is no surprise, as these workers simply cannot afford to take pay cuts of this magnitude to pay the price for bad decision after bad decision. From the start, the council has constantly moved the goalposts for these workers, prolonging the strikes in the process. First it was equal pay, then it was about improving the waste service, then cost cutting. The list goes on.
“Unite has set out simple and reasonable steps to the council to resolve these issues. It is important to remember that this dispute is not about a pay rise, it is about preventing serious pay cuts. The government must now call a meeting with the stakeholders to ensure these steps are taken to bring the strike to an end."
During workforce disputes, culture is key, Liddle reiterated: "The answer lies not in tactics but in culture. HR must act as a custodian of the social contract, fostering early and constructive engagement with unions. This means engaging not just when conflict flares, but as a continuous process-listening, co-creating solutions, and building mechanisms for shared decision-making.
"A one-size-fits-all strategy is insufficient. HR leaders must be sensitive to the unique dynamics of each stakeholder group, adapting their methods without abandoning their values. Ultimately, this is a call to redefine how we understand industrial relations. Disputes like the one in Birmingham bring into sharp relief cultural fault lines. We can respond with entrenched positions and procedural wrangling, or we can lead with courage, compassion and clarity."
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David Morgan, a partner at law firm Burness Paull, added that effective communication is essential in situations like these.
Morgan told HR magazine: “The most important thing for HR leaders is to remember who is central in any industrial dispute – the entire affected workforce, whether they are trade union members or not. Industrial disputes are often viewed as binary and adversarial: employer versus trade union. In my experience, it’s better viewed as a triangle, with the employer, trade union, and workforce in the three different corners.
“The union will, rightly, be communicating with their members throughout any dispute. Management and HR teams have that same right and obligation. They should be proactively communicating the organisation’s perspective and the rationale for their decision making to all workers."
Morgan added that HR teams should also brief and advise managers on what they should and shouldn’t say during a dispute.
