Teachers’ Union Dispute a Lesson on Workplace Authenticity

A labor dispute within the largest union in the U.S., which resulted in the union locking its own workers out of their jobs after they went on strike, is an ironic twist in labor relations—and, experts say, a lesson for other company leaders about being authentic and consistent when it comes to messaging.

After National Education Association (NEA) staff went on strike during the NEA’s annual convention in Philadelphia earlier this month, the NEA locked out its professional staff, represented by their own union called the National Education Association Staff Organization (NEASO), beginning July 7. The staffers will not be paid and won’t work until they reach agreement on a contract.

The strike occurred due to negotiations over a new three-year contract addressing pay, health coverage, and other benefits. The staff union claimed the lockout was retaliation for the walkout in Philadelphia.

“I cannot imagine it lands well that the nation’s largest union is locking out its staff union,” Robin McLean, the staff union’s president, said in a statement. “What does that mean for a so-called labor union to treat hardworking people like this?”

The NEA for its part criticized staff members for striking during the convention, which resulted in President Joe Biden canceling a planned speech at the because he didn’t want to cross the picket line.

"To create maximum disruption, NEASO waited to walk off the job until many members had dropped off their children at an NEA-provided child care program in the convention center,” according to a written statement from the NEA. The “NEA responded immediately to ensure that every single child in our care was reunited with their parent or guardian. This was completely unacceptable on NEASO’s part.”

The fact NEA staffers went on strike—and that the NEA reacted with a lockout—is a sign of the times, said Jason Greer, president of Greer Consulting, a labor management and employee relations consulting firm.

“We have this prevailing sentiment across companies and organizations these days—it’s an attitude of us versus them,” he said. “The fact that the largest teachers’ union on the face of the planet is caught in a very public feud with their own internal staff union, who is saying of all things that the NEA refuses to bargain in good faith, is an example of just how powerful the us-versus-them attitude is. From the NEA perspective, this is a very humbling and embarrassing moment, yet they are willing to risk that.”

He added, “As the NEA seeks to get concessions from school systems on higher wages, yet doesn’t bargain with their own internal union, they have left themselves vulnerable.”

Starbucks Ruling

The strike and lockout follow a U.S. Supreme Court ruling in June in which the court sided with Starbucks, vacating an injunction against the coffee chain for firing seven workers who tried unionizing one of the coffee giant’s Memphis stores. The workers claimed they were unlawfully fired for their union-organizing efforts.

Experts said that may spur other HR professionals to feel more confident about terminating employees for serious violations of company policy.

HR professionals, CEOs, and HR executives are hesitant to terminate employees during union organizing drives, said Amy Moor Gaylord, an attorney with Akerman in Chicago.

“This ruling may provide some level of assurance that if they discipline or terminate an employee for serious misconduct—such as violations of the anti-harassment policy or the workplace violence policy—that those employees won’t be ordered back to work” unless they have a strong case, she told SHRM earlier this month.

The Case for Authenticity

Although the ruling—coupled with the NEA lockout—may be seen as a blow to pro-union groups, industry experts said the NEA dispute serves as a reminder that organizations would be best served to act authentically to their own causes and culture.

A study published in the Leadership and Organization Development Journal reported that employees’ perceptions of authenticity in their leaders served as the strongest predictor of job satisfaction, organizational commitment, and general happiness at work. And research from Gartner last year found that employees are increasingly looking for personal value and purpose at work and would like their employer to “take collective action on purpose.”

That’s especially true for the workforce’s youngest employees, because data from EY shows Generation Z workers in particular are looking for authenticity in their organizations and in their roles.

Greer said the NEA internal dispute is a lesson for other employers on how to handle internal conflict, as well as the importance of staying true to organizational culture.

“The message here is that you have to be consistent. Walk your talk,” Greer said. “Also, recognize that if you have a union, you’d better make sure that what you do at the bargaining table is consistent and fair—not only to the company, but also to the employees.”