Franco Villani was an employee of York Teaching Hospital Facilities Management, and acted as a health and safety representative for the Unite union at Bridlington Hospital in Yorkshire.
Villani was awarded £10,000 by the employment tribunal as a result of the treatment he endured, which included senior managers attempting to undermine his union activities.
As part of his health and safety role, Villani reported a ventilation issue to senior managers. As a result of this, his line managers grew frustrated and formed an adverse view of his union activities due to issues not being reported to them, the tribunal heard.
Villani’s line managers referred to him as “sneaky” and “sly”, and said in an email: “That wasp needs swatting".
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It is important for managers to understand the role of a union representative in the workplace, stated Clare Ward, a partner at law firm Eversheds Sutherland.
Ward told HR magazine: “All those involved in the union relationship or managing union representatives should be effectively trained so as to ensure that everyone understands the benefits of working in partnership.
“They should also be given guidance on what activities and duties representatives are entitled to carry out, and also the limitations.”
HR leaders should ensure that workplace representatives feel safe when bringing up concerns, according to Roger Kline, previously head of equality and employment rights at University College Union.
Kline told HR magazine: “[HR should] try to create a culture where concerns from any members of staff or their representatives are dealt with early and informally.
“Create a culture where HR works in a proactive and preventative manner, using formal and informal intelligence to anticipate concerns. What does data on turnover, sick leave, staff morale or claims of discrimination and bullying look like, and what do exit interviews say?
“What HR should avoid doing is undermining, ignoring or victimising trade unions in the hope they become an outreach arm of HR, because doing so will come at the price of their effectiveness in raising employee concerns.”
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Simon Gilmour, head of employment at law firm Harper James, stated that HR leaders should work closely with union representatives to ensure they are aware of the protocols for addressing workplace issues.
He told HR magazine: “Regular meetings between HR and union reps can help reinforce these protocols and create an open forum for discussion. If reps feel unsupported or unclear about how to raise issues, problems may escalate unnecessarily or be handled in a way that creates tension rather than resolution.
“HR can also offer training sessions for union reps on internal procedures, so they are equipped to advise members appropriately. Signposting them to external resources, such as Acas guidance, can help ensure they operate within best-practice frameworks.
“When HR and union reps work together constructively, disputes are more likely to be resolved efficiently and professionally, benefitting the entire workforce.”
