Unions should invest in capacity, not growth

Get prepared for the impact of the ERA

UK Unions are currently deciding how to make the most of the legislative changes arising from the Employment Rights Act 2025, to unionise new workplaces and grow their membership.

Whilst many employers express some fear of the changes that allow unions to access their employees, those who are already committed to treat their staff fairly and deal with issues will in fact benefit from working relationships with unions (see previous article https://contribute100.co.uk/post/employment-rights-act-future-proof-your-business-growth ).

For workers who are currently exploited and in hostile working environments this is an important moment where they will now have access to unions for guidance, support and to collectively bargain for fair pay, terms and conditions.

For unions to reach workers who need them most, they need to make smart choices now that will maximise the opportunities of this moment in time, whilst mitigating negative impacts from growth campaigning.

Three things unions need to be mindful of when seeking to grow

1. Be Certain Your Existing Workplace Organising Is Sustainable
   Before shifting staff time and public attention to new organising areas, unions need confidence that their current workplace organising can sustain itself. Without a clear strategy for sustainable workplace organising, new growth efforts carry risks and can create medium to long‑term challenges. Organisational preparedness is essential to making the most of this moment of growth opportunity.

2. Build Strong Workplace Relationships to Reduce Resource Strain
   Sustainable workplace organising depends on many factors, but one of the most impactful is strong working relationships with line managers and employer representatives. This is not often acknowledged to the degree it is reality. Building constructive relationships while maintaining independence requires experience, typically held by union staff or long-time workplace reps. While this skill can be developed, union education programmes and support structures often don’t equip reps sufficiently. As a result, reps can come to rely heavily on organisers to engage with management on particular issues such as negotiations, committee representation, etc.

   This isn’t always negative, but for unions aiming to free existing staff capacity to organise new workplaces, investing in reps’ leadership development is essential. Creating more self-sufficient workplace leaders prepared to take on more responsibility allows experienced staff to focus on growth.

3. Make Union Structures Deliver Real Value for Members
   Unionism needs to work. The structures, committees, and processes won through recognition must deliver real, everyday improvements for members such as better conditions, reduced conflict, and a positive workplace culture. If this doesn’t happen, members will understandably ask, “What’s the point?” and unions will tie up resources in circular conflicts that lose their organising impact. Sometimes conflict is inevitable for members to be heard, but are you baking unnecessary conflict into your system of organising?

   Investing in sustainable workplace organising now will free capacity to organise new workplaces but is ultimately an investment in ensuring that the purpose of trade unionism (collective voice, respect, fairness, improved conditions, safer workplaces, etc.) is reflected in the day‑to‑day experience of members. This can be managed in a variety of ways to build capacity rather than drain resources, especially if reps are supported adequately to develop and apply their leadership skills.

What works to create union growth from legislative change?

I spent 25 years in the union movement creating organising change in multiple contexts around the world. I have been part of union attempts to grow following legislative change and learned what has worked and what has not.

Creating capacity within an existing staff base is essential to reduce the opportunity cost of engaging inexperienced staff in new organising campaigns. New staff require induction, support and development taking up critical time needed to maximise the moment of change. Creating capacity amongst existing staff first, makes more financial and practical sense.

To create capacity within an existing staff base, union leaders need to put in place additional structured support for existing reps and members to minimise the negative impact of growth campaigning. This is a better investment that leads to growth.

Using financial resources to create systems, guidance, materials and communities maximises support and minimises overall investment that is required to focus on new growth. If done well, this support creates an additional benefit of strengthening understanding and commitment of members to support organising workplaces other than their own.

How Contribute 100 can help your union build capacity

Contribute 100 can identify what i­nterventions will lead to sustainable workplace organising, make the most impact and create the most capacity, with whatever budget there is including £0. And we can help your union implement these in a way that builds internal capacity for the long term.

We know what it takes to develop and agree strategies, targets and resources within a union democracy. We understand how all members can be truly engaged in new growth campaigning.

Request a free 45 minute discussion where we will identify initiatives you can explore, taking into account your union's current circumstances, strategy, constraints and strengths.

Contact Nadine Rae, Founder and Director of Contribute 100

[email protected]