Trade unions rightly demand high standards from employers: fair pay, respect at work, genuine consultation, strong equality policies. But our recent survey of union staff raises an awkward question: do unions themselves always live up to those standards?
The credibility gap
Many union workers report inconsistencies in how policies are applied internally. Flexible working might be promoted in theory but discouraged in practice. Equality commitments might exist on paper but feel absent in daily management. Our members talk of a culture where consultation is selective, feedback is patchy, and workload expectations are unrealistic.
For a movement built on moral authority, this credibility gap is dangerous. If we cannot model fairness in our own workplaces, how can we demand it of others?
Why it happens
Several factors contribute:
- Small structures, HR functions in unions are often under-resourced.
- Legacy cultures, practices shaped decades ago persist without review.
- Prioritising members over staff, the noble instinct to put members first can lead to neglect of internal issues.
The human cost
The result is staff who feel undervalued, unheard, or even exploited. Some described their passion for the cause being used against them, with loyalty taken for granted.
This not only harms staff wellbeing – it undermines organisational strength. Demotivated workers cannot deliver for members at the level required.
Towards a better model
To rebuild credibility, unions need to:
- Apply consistent HR and employment policies.
- Consult staff genuinely and regularly.
- Create a culture where internal fairness is as non-negotiable as external campaigns.
UWU’s vision
UWU exists to ensure unions practise what they preach. By holding our employers to account, we strengthen the integrity of the whole movement. When we model fairness internally, our external campaigns become more powerful, credible, and sustainable.