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Member Engagement & Participation

Member Engagement and Participation Newsletter

No. 4, February 2025

Engaging Young Members

One question that often surfaces in discussions on building member engagement is the perceived challenge of connecting with young members. Union leaders, often mid-career themselves, may see young members as aloof, self-possessed, or indifferent and unlikely to engage with the work of the union or its leadership. While each workplace is unique, generally speaking these perceptions are unsubstantiated.

Different generations express different relationships with the union movement. These relationships are strongly influenced by each person’s pre-employment exposure to unions; how they were “socialized” about labour, did they have a close relative who was a union member or live in a community where unions were prominent. Impressions about the role or purpose of unions is also shaped by experiences – for example, the generation that witnessed the decrease in union density, or presence in our communities, may question union effectiveness. Likewise, youth who grew up in times when income inequality emerged as a social issue may consider unions as the pathway to fair wages.

In terms of today’s workplace, interest in labour unions is higher than it has been in decades. US and Canadian research share similar positive observations on this point. A 2023 Gallup poll found 70% support for US unions, despite only 6% of respondents living with a family member who was in a union. In 2024 Gallup found that for workers between ages 18 and 34, the approval rate for unions was 77%. Canadian data finds similar levels of support.

The question then is, with this youth interest in labour unions, how do we as union leaders capture the attention of these new members?

The answer begins with understanding how we got here. As I have talked about in earlier editions of this newsletter, the business model adopted by unions decades ago created a “leave it to us” relationship between union leaders and members. Beyond the regular payment of union dues there was little more expected from members. If our objective is to increase engagement, leaders must understand that members are most effectively attracted to a “purpose” when deciding to volunteer some of their time, even if that time is to read a newsletter or watch a video (it’s useful to think of engagement as volunteering time or effort, to more fully understand member motivation).

Young Members and their Unions

A recent study in Quebec examined the relationship between teachers and their unions (participating teachers had less than five years seniority). The study found that young teachers were curious about their unions but experienced difficulty in learning about the union’s purpose. The teachers were also discouraged by their inability to engage directly with union representatives, leaving them feeling ignored. The study found that there was a window of opportunity for the union, that if missed, resulted in a longer-term feeling of misalignment of union and member interests.

The study also noted the importance of union communications strategies. For example, a communications focus on older members left the young teachers feeling like their union didn’t understand or value their needs. The teachers were also critical of the union’s communications methods – one interviewee making clear that “I’m not here for your magazine.”

Today’s increase in individualism presents several challenges for the union. On the one hand, young members evaluate their union on the basis of what economists call “experienced goods,” in other words, “is there a value for me in my decision to invest more effort with my union?” The challenge for the union’s leadership is framing communications that make that case. A similar challenge for union leaders is the understanding that young members have different relationships and expectations in their employment relationship. Although not universal, today’s young employees don’t have the same connection to their work as have earlier generations. Where employees have a stronger connection with their workplace, they often had a more natural connection with their union. Today, in a more disengaged employment relationship, a young member’s connection to her union is more of a choice than in the past. Union leaders should be mindful of what we are doing to make that choice easier.

The Quebec study’s findings are consistent with an earlier study of postal workers in northeastern United States. Researchers examined levels of engagement between young employees and their unions, based on the measurement of the short, medium, and long term impact of unions having introductory meetings with new members in training. Within the research group, local union representatives participated in meetings that ranged from 20 minutes to over an hour. Local representatives typically covered the grievance procedure, the benefits plan, and the collective agreement more broadly. The study concluded that there was low to moderate short term impact of these meetings on new hires but little to no medium or long term result. However, where union representatives encouraged new hires to attend follow-up meetings, including union social events, there was a strong positive connection with medium and longer-term engagement. A subsequent study performed a year later reinforced the long-term impact of these extra efforts.

Summary

These two studies underscore the importance of several engagement principles. First, young hires are interested in their unions but lack an understanding of the purpose and personal connections to the organizations. Youth may also have different expectations which may challenge how unions reach out to them, how they define their representative capacity for these members, and how they communicate to them. Young members may be more independent than earlier generations and require some demonstrable value in their exchange of effort in support of union purpose. Finally, studies that examined the relationship between young and their unions find that members will positively respond to extra efforts by the union, building longer term relationships.

In the end, union leaders should ask themselves how they can most effectively communicate the positive role that the union plays in the workplace. This will help them to keep both new and more senior colleagues engaged in their efforts to maintain a strong union.

Previous Newsletters

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COLE LABOUR

Bill Cole created COLE LABOUR in early 2023 to focus on collective bargaining, interest arbitration, negotiation training and organizational development for labour unions, with a particular focus on first responders and health care. Bill has extensive experience representing unions in collective bargaining in the police, firefighter, health care, airline pilot, hotel workers, steelworkers, broader public and private sectors. He has wide-ranging experience in mediation and interest arbitration in multiple sectors and jurisdictions across Canada. Bill has developed and delivered introductory, intermediate, and advanced negotiation training to thousands of union representatives across North America.

Bill is a Senior Research Associate at Harvard's Center for Labor and a Just Economy. He is a regular speaker at Harvard's annual Trade Union Program where he works with union leaders from around the world on issues relating to collective bargaining and member engagement.

He is the co-author of The Art of Collective Bargaining available at Thomson Reuters.

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