Q. Why do library workers need a union?

Library workers are outspoken about things like intellectual freedom and matters that affect library users, but not nearly as vocal on their own behalf. Thousands of “knowledge workers”—librarians, teachers, scientists, nurses, health care professionals, engineers, IT professionals and others—have joined unions to advance their professional stature and protect their financial wellbeing. The strength and power of a union can help library employees deal with challenges that hinder their earning power, their intellectual independence and their professionalism, such as:

• Asserting your right to decent wages, benefits and working conditions.
• Educating the public, especially library stakeholders, about what library workers do, the education levels and the professional requirements that the job entails. Unions help build public understanding and support for professional standards, adequate wages, respect and dignity on the job.
• Gender inequality, glass ceilings, pay equity, family leave—these are all issues where it took union action to deliver breakthroughs.

Union representation creates the environment to empower workers to assert greater control over the work environment, advocating for change where and when it is needed. The union won’t and can’t solve all your problems, but it is the best way to empower you and your coworkers to address those problems together.

Q. I already belong to a professional association. Why should I join a union too?

Unions and professional organizations are not incompatible. A professional organization can advance the interests of your profession, but it is NOT a union. A professional organization supports your professional development through educational programs. They can advocate equitable pay and for improved workplaces, but they can’t NEGOTIATE an actual contract that stipulates your wages, working conditions and your benefits. A union contract is a document that can be enforced. Its provisions will stand up in court. Standards and practices established by professional organizations are really no more than “guidelines,” with no force of law.

Q. The economy is in terrible shape. Isn’t this the wrong time to form a union and drive up costs?

This is the most important time to have union protections. All elected officials and most government policymakers follow the “path of least resistance” when it comes to balancing a budget. If you don’t have a voice and a vote, you will find yourself first in line when it’s time to cut spending, and last in line when it’s time grow a budget. A union is essential for all workers, in good times or bad. A contract is the best way to ensure that you share in the good times, and make your voice heard when times are tough.

Q. Doesn’t union representation just set up a divisive war between management and the workers?

On the contrary, union representation creates new and meaningful opportunities for cooperation and partnership. The union is your advocate—and most often, that means, we’re here to help win adequate resources for the library system to serve the public. When conflicts or frictions arise, the union is a buffer to make sure that differences on the job are resolved in a civil fashion.

Many union contracts establish labor-management committees as a method for formally addressing big and little problems that arise day-to-day. Labor-management committees might deal with finding ways to get new equipment installed, or to serve as a clearinghouse to get new ideas in the pipeline to help improve productivity, or to reduce operating costs.

Multiple studies in the US show that for every $1 invested, libraries provide an economic boost of around $5 and are a part of local government’s vital role in the nation’s economic recovery. A union can work with library management and local government to improve the budget.

Q. Who will decide what we negotiate with our employer?

You will, by democratic majority. You decide what your priorities are, elect your representatives, and decide what to accept in your contract. So the improvements you make depend on the decisions, involvement, and unity of the employees themselves — backed by experienced negotiators and millions of working people who already have a union.

Q. Other than working on pay equity, what other issues might a contract address?

Union contracts don’t just deal with pay. Other items that might be in a contract include:

• Job transfer rights
• Promotions
• Seniority issues
• Scheduling and coverage
• Work assignments
• Vacation scheduling
• Professional development & continuing education
• Tuition assistance
• Procedures for grievances and contract violations
• Physical security issues

Q. Won’t having a union discourage cooperation between employees and management?

No. By having a union, employees and management will work together. You and your colleagues will have a voice in decision-making. Regular labor/management meetings can solve small problems before they become big problems. A union encourages collaboration and mutual respect.

Q. Will union representation reduce the quality and standards of library service?

There’s a misperception that work rules degrade quality of work and that unions protect incompetents. In fact, the purpose of work rules in union contracts is to protect the quality of work and improve working conditions. Good rules enhance morale, reduce turnover and improve the quality of library service. Good rules assure that everyone is held to the same standards; good rules prevent favoritism and cronyism. It’s a fact, union representation improves the professionalism for both workers and management by creating a level playing field and getting the rules down on paper for everyone to see and understand.

Q. But our library system doesn’t want us to have a union. What’s our plan to win?

Most of the 16.1 million union members in the United States today work in situations where the employer initially opposed a union. That’s because managers often fear change and resist losing the control they hold. Once a union is established those employers generally find that sharing responsibility and authority results in higher morale, and a better, more efficient workplace.

Sixty million Americans say they would join a union if they got the opportunity, but for most of those who work in the private sector, outdated labor laws keep them from doing so. You are fortunate because your right to join a union is also guaranteed by state law. We will help you exercise that right, working with you step-by-step, backed by the full power and resources of the United Food and Commercial Workers Union. The first step is to sign a union card.

Q. What are our rights? Can I get in trouble for supporting the union?

You have the right to:

These rights are guaranteed by law. If anyone interferes with your exercise of these rights, they are subject to severe civil penalties.

• Talk About the Union – You can talk about the union on the job, in the library and on work time as long as it doesn’t interfere with your work. Any time or place where you can talk about other topics like sports, movies, recipes or whatever – you can talk about the union as well.
• Sign Union Cards – You can sign up other library employees before and after work and during all breaks in all non-work areas (i.e. break rooms, smoke areas, lunch rooms). So to sign up another employee, you have to be on a break (including paid breaks) and off the floor, but you can do it at work.
• Distribute Union Literature – You can distribute union literature in the same way you can sign union cards—while on a break (including paid breaks), before or after work and in non-work areas.

It is also important to remember all the things that management cannot do during a union campaign. Management is prohibited from—

• Disciplining or changing conditions – Management cannot threaten, suspend, reprimand or fire employees for supporting a union and exercising their rights. They also cannot single out union workers by changing or reducing hours or treat a union supporter differently in any way as a punishment for supporting the union.
• Ask questions about the union – Management cannot solicit workers for their opinions about the union, or ask any questions about union activities (i.e. who else is supporting it, where are the meetings, what’s going on, what do you think about it?).
• Interfere with your rights – Management cannot try to prevent workers from exercising their rights. They cannot tell union supporters not to talk about the union at work, or instruct them not to sign union cards at work.
• Bribes – Management cannot offer any raises or other improvements or inducements in order to influence your opinion against the union.