Survey Reveals Need for Employers to Tighten Labor Union Preparedness

A leading employment law firm has identified vulnerabilities for U.S. companies that are not well prepared to manage union-organizing activities. Littler’s newly released 2025 Labor Report provides evidence of a “preparedness gap” based on surveys of nearly 800 in-house attorneys, human resources professionals, and business executives.

Among issues on the table, unions are advocating on behalf of workers for improvements in pay and benefits (including paid time off and leave policies), work-life balance, job mobility and security, and input into business decisions. With one in four employers surveyed (60% among companies with 10,000+ employees) experiencing labor-organizing activity in the past two years, the preparedness gap is clearly evident. Among all respondents:

• 9% with a non-unionized workforce felt very prepared to effectively respond to organizing activity.
• 18% of respondents in partially unionized workplaces felt very prepared to manage aggressive collective bargaining tactics like walkouts, targeted campaigns, or strikes.
• 38% reported updating their labor relations strategies in the last two years.

Common candidates for union activity – including manufacturing, healthcare, retail, and hospitality organizations – had higher preparedness scores when compared to the overall survey population. Companies with at least 10,000 employees (61%) also tended to be better prepared.

Why Preparedness is Critical

Littler attorneys who represent management in legal matters say thorough preparation for potential workforce receptivity to an organized labor action is a critical business management strategy. The firm’s labor report cites findings from a 2025 Gallup poll and an MIT Sloan School of Management study that indicate a growing number of employees are “union-curious,” especially in low-wage industries.

Union organizers typically tailor campaigns to target industry-specific pain points, for example, personal health and safety in healthcare, wages and schedules in retail, and job security in logistics. Organizing activities can also unexpectedly arise in industries that have not historically been unionized, catching an unprepared employer off guard. Without a comprehensive labor relations plan, there can be disruptive consequences such as stock price declines, brand damage, or detrimental effects on a company’s culture and operations, Littler reports.

Meanwhile, employers are struggling to find ways to control social and political trends that influence employee behaviors and attitudes, impacting daily operations. For example, among survey respondents:

• 55% agreed that employees born between 1997-2012 (Gen Z) have increased activism on social and political issues.
• 43% said political polarization and divisiveness have a strong or moderate influence on their organization’s corporate culture.
• 30% agreed that commercial and social media coverage of employee dissatisfaction and/or union influence impact organizational culture.

What Employers Can Do to Be Better Prepared

Experts say that employers who invest in workforce health and safety programs, supervisor training on labor laws, and regulatory compliance assurance are better prepared when organizing efforts arise. Effective labor relations strategies address shifts in workforce demographics and employee expectations, as well as outside influences.

According to the Littler survey, the most common preparedness steps employers in non-union environments take are implementation of employee engagement programs and efforts to identify factors that may stimulate employee interest in union representation. Leading employee engagement strategies across all survey respondents included:

• Recognition or rewards programs (77%)
• Manager or supervisor training programs (72%)
• Mental health and well-being programs (68%)
• Enterprise-wide employee surveys (66%)
• Town hall meetings or leadership forums (62%)

Giving employees a chance to contribute to the development of a nurturing workplace environment without fear of retribution helps improve employee engagement overall. Here are some suggestions:

1. Listen: Use town hall meetings, focus groups, and surveys to gauge employee sentiments before organizing efforts arise. Leverage technology to keep the lines of communication open.
2. Do what you can: It may be economically feasible to improve wages, benefits, or working conditions to help prevent work-related injuries and retain employees by addressing their underlying medical, safety, and mental health concerns.
3. Consider alternatives: Some companies are transitioning away from anti-union campaigns and leaning into the adoption of neutrality agreements or fair election principles. In some sectors, employers are experimenting with cooperative labor-management partnerships as an alternative to contentious bargaining tactics.
4. Be prepared: Monitor compliance with all applicable rules, regulations, and industry standards. Train managers and supervisors on labor laws. Develop contingency strategies, such as workforce cross-training and supply-chain resiliency.
5. Understand the workforce: Surveys show that younger employees are attracted to purpose-driven jobs with career development opportunities. Older workers tend to be receptive to phased retirement programs and ergonomic solutions that reduce injury risk. Hybrid/remote work, flexible scheduling, and expanded leave policies appeal to employees in certain types of job across all generations.

WorkCare Supports Preparedness Strategies

WorkCare helps employers ensure regulatory compliance and prioritize workplace health and safety interventions based on their industry type, location, workforce demographics, exposure risks, and other factors. We deliver on-site medical monitoring, occupational health, ergonomics, and injury prevention and wellness programs for union and non-union employees across construction, utilities, manufacturing, and other industries.

Investing in solutions that lower exposure risks and engage employees in health and safety improves productivity and morale while cutting OSHA-recordable incidents, claim costs, and lost time from injuries or illnesses.

Contact us to learn how WorkCare helps close preparedness gaps with cost-effective, cross-disciplinary solutions that align with your business goals while keeping employees safe, healthy, productive, and engaged.