Tariff communication: How employers remain pacesetters in the discussion

Employers’ associations and companies are facing the increasing challenge of asserting themselves in terms of communication – whether in collective bargaining, in disputes with trade unions or in dealing with a possible collective bargaining commitment. While employee representatives often dominate the narrative, employers traditionally tend to keep a low profile – and lose internal support in the process. However, those who leave communication to the trade union also leave the prerogative of interpretation to others – and thus relinquish a decisive factor. A strong strategy and a planned approach improve the chances of success.

The employer side often remains factual, sober and reactive when communicating collective bargaining agreements. This is a mistake. Employers risk that their positions – whether within their own workforce or in public discourse – do not catch on. It is crucial to develop a convincing narrative. Instead of the usual ‘there is nothing to distribute’, publicly shareable and socially supportable arguments should be used. A clear, offensive central idea is needed, combined with emotional themes. This shows unity and ensures the stringency of the positioning.

Trade unions are very strong communicators because their public visibility and perception help determine how much legitimacy or support they have – both among their members and the general public. The best way for employers to counter this is to form a well-organised communication community. The community is made up of negotiators, full-time and voluntary workers and the most important member companies. In the communication community, everyone knows the key messages, uses language rules and is always well informed and coordinated. And all this at a contemporary speed. Stakeholders and multipliers pull in the same direction. Internal communication takes centre stage. What’s important: there is a customised format for each internal target group. This ensures that your messages get across.

However, if the employers leave it to the union to set the topics and framing before the collective bargaining round, the employee side also sets the criteria by which the collective bargaining agreement is ultimately measured. Employers can actively dictate the communication tactics and send out the messages at an early stage. In doing so, they establish the thematic framework within which the collective bargaining agreement is perceived and categorised.

Trade unions communicate quickly and accurately not only before, but also during the collective bargaining round. Companies, associations and their negotiators need to get their key messages across to stakeholders quickly. Organised media work and digital channels can be planned.

Successful tariff communication addresses the specifics of the respective regional industry public. This is the only way to reach local target groups – for example at the level of the regional associations. The association’s overarching narrative forms the umbrella. At regional level, employers individualise the messages in order to appeal to the local media in particular.