Vote for social dialogue with and for executives

Our programme for the social elections

Postponed but not cancelled: the social elections have been deferred to the period from 16 to 29 November. As the date draws nearer, we would like to remind you of what the elections are all about: we want to work towards a positive, result-oriented dialogue between executives and the management. The impact of the coronavirus crisis on the position of executives has made this more imperative than ever.
In addition, we are committed to supporting our executive representatives even better so as to cater to your concerns as well as the concerns of other members even more effectively. This article explains how we will address topics such as a transparent and fair remuneration package, (un)limited flexibility and availability, career opportunities and workability in the long term, the role of executives and social dialogue in practice.

A transparent and fair remuneration package

Each employee wants to know what they will actually receive at the end of the month. Executives are also entitled to know this. We therefore keep on advocating transparency, objectivity and verifiability of the remuneration package. The reward for work performed is increasingly undermined by the highly variable nature of the (fixed) remuneration package, which is expected to further increase in the current context. Fringe benefits or copyright fees furthermore increase wage flexibility. The often arbitrarily defined group of executives has to be able to conclude wage agreements just like any other group of employees.

Our commitment:

• Supplying tools to calculate the actual impact of policy proposals regarding the remuneration package (short and long-term income security) and informing employees on this topic. You need to see the whole picture in order to be able to make well-considered choices.
• Engaging our negotiators and remuneration experts to give advice on wage policy.
• Sharing inspiring examples of social dialogue about wage setting for executives.

Limits to flexibility and availability

Executives can claim compensation for overtime work. This sounds great, but the reality isn’t as rosy. Online facilities and flexible working hours, possibly in combination with telework, often result in very long working days and sometimes require us to work during the weekend and in holiday periods as well. Unpredictability causes additional stress, and official disconnection times have not yet become customary. Under the motto “part of the job”, employees take the performance of all sorts of peripheral activities for granted as a matter of course. In short, many men and women find it difficult to set limits and to combine their job and their private life.

Our commitment:

• Organising legal training on working time legislation and providing information and tools. This will enable us to raise awareness among executives: the legal working time limits also entitle you to claim compensation for overtime.
• Promoting consultation on disconnection, in particular in case of telework, now that this form of work has been rapidly introduced, often without any appropriate agreements.
• Distributing inspiring arrangements, for example with regard to limits to availability, room for recovery, disconnection and customised flexibility.
• Promoting ‘customisation as a solution’, or helping spread the idea of a human resources policy that starts from how people want to work.

Social dialogue for executives

Executives want to participate in decision-making. This is the signal we have been given on the shop floor over the past four years, and this is also the result of the research efforts by HIVA – Research Institute for Work and Society and VUB. We see executives engaging in constructive dialogue with the management to find solutions for issues that really matter: a fair remuneration package, work recognition, long-term workability, etc. High-quality dialogue with significant direct involvement of each group of employees is the best recipe for high employee satisfaction. Respect for each group’s unique character is essential in this respect. In addition, an integrated HR approach is indispensable for a strong result.

Our commitment:

• Elaborating a dialogue concept and supporting social dialogue on the shop floor in line with the needs of executives.
• Spreading inspiring examples of companies where collective agreements have been negotiated for executives.
• Organising communication and social dialogue training and supporting executive representatives in linking their mandate in the works council and the committee for prevention with the group of executives.
• Engaging our specialists and field experts to provide negotiation training so as to enable executives to address their concerns and deliver specific sustainable results.

The above is only a selection of topics that really matter to executives. We commit to supporting the elected executive representatives in their role and assignment in the coming four years. Within this scope, we rely on the expertise of our organisation and the input of our members.

High-quality work and the executive’s role

Executives are under considerable strain. They are caught between the devil and the deep blue sea, so to speak. The workability of executives often suffers from internal competition and a lack of close collaboration. Dismissal procedures for executives are less transparent or have not been negotiated, and a poor or more distant relationship with their own executives can have a detrimental impact on their performance. This in turn affects their leadership quality. An executive who is accessible, helps find solutions, dares to make decisions, motivates people, engages in fast, open and honest communication during physical conversations, inspires autonomy and confidence, etc. helps create workable work. But an executive who abuses information and trust and shows signs of being a control freak or a workaholic can cause a lot of damage. Executives and their communication style play a decisive role in reorganisations as well.

Our commitment:

• Investing in a vision of sustainable and humane leadership.
• Making companies and organisations aware of the importance of executives and leadership for high-quality work and integrating this importance into a human resources policy.
• Offering executives an exchange platform as well as training and coaching opportunities with input and support from external experts.

Career opportunities and long-term workability

You want to maintain a healthy work-life balance, in all stages of your career. A lot of employees want to work less hours or stabilise their job at a later age. The lack of a career policy is a pressing problem in this context. The reactions of our members show that it is crucially important to cater to the individual situation – working less hours, stabilising their job or changing jobs. The cliché of an over-fifty employee with a burnout is absolutely inconsistent with reality, but at the same time we have noticed that people are worried about the pace. How long can you keep up with the high-speed train? The wage policy factor once again plays a certain role in this context. Executives sometimes refrain from making a career move because of wage policy incoherencies. Employees simply earn disproportionately less in certain positions. In addition, employees may opt for less wage in certain situations so as to facilitate other career possibilities. We should dare break taboos in this context.

Our commitment:

• Deploying training experts to shape a structural, proactive career policy and a training policy with as many career options as possible.
• Sharing good practices and experiences with regard to the executive’s important role in opening career opportunities, including in the case of reorganisations.