LAS (O) WORKERS (S) OF RETAIL ON THIS ONE MAY Prepared by CETRA
for the National Federation of Workers of WALMART (LIDER) and the Confederation of Trade Unions Coordinator. We
a brief summary of the processes that are living (you) work (s) in the retail, as a count in this May 2011. It is called the retail industry that deals with retail sales of products and services and uniform mass to the final consumer. While their practices may include the small and big business, reserves this designation to the channel that is formed by large department stores and supermarket chains. Superstores are called to tend in order of preference in the shopping malls or form from a grocery store serving as the "anchor." The Capital Journal (No 298) adds the personal data of 16 channels reaching 310,968 people. Montserrat missing, Bigger, Preunic and other four digits of hiring, promoting agencies (is) one of which is supplemented by more than 30,000 workers (is), yet which the figure is closer to half a million employed (I ) in what is called strictly retail. Then we should add the small and medium trade in malls and urban centers seeking ways and means to harmonize with the great above. The
analyze information from the Collective Bargaining direct advice to dozens of unions in the retail base, strategic advice to virtually all federations Holdings and the Confederation of Trade Unions Coordinator, which includes a (I) fifteen thousand women (es).
What we have shown recently gives us microdata series considered, in some cases, more than ten years. Thus sustain the trends that emerge clearly from revisions:
A) The remuneration of those working in retail are down from July 2008, giving new break down of several that occurred during the past three decades.
The latest labor laws and their interpretations (Opinions expressed in the Department of Labor and failures of the courts) have not favored the (you) work (s) of Commerce. We refer to the Contract Law, Corrida Week Match and the Income Base Wages Legal Minimum. In the first case thousands of workers were left without a real chance to negotiate or subject to conditions of extreme weakness (Call Center, Stockers, promoters, etc.). Before the law was the legal question of whether there was any subterfuge or simulation before a contract and Labour inspections granted the right to negotiate with workers and unions client that these constituted. In the other two rules are made to pay to each worker wage differentials that occurred. The Director of Labour of the time not only gave a grace period to implement the law but considered it possible that the differences between base salary and minimum wage were paid wages necessary variables (before companies completed up to the legal minimum wage , if the committee did not meet). Additionally, the week was paid only run in rare company. The "tricks" to avoid paying were mixed. Falabella working hours were reduced (and payments by the way), by 20%, down from 45 hours to 40 hours and proportionately in the conference and part time. It said it would only last the same time as the emerging global economic crisis that coincided temporarily with the obligatory application of these laws (second half of 2008). Upon completion of the staff was forced to stay with those days employed. In Paris were forced to sign individual contracts Annexes were amended items and values \u200b\u200bof the wage settlement to eliminate the additional payments arising from the law. Ripley did something similar but in advance. In other holdings Similar procedures were performed.
This is not the worst of the changes in development since July 2008. Beginning in 2009 and fully implemented during 2010 and 2011 so far, we have before us a vast reorganization of the work that tsunami is engulfing the entire retail.
The first great revolution in this field was the emergence of "vendor whole." At the end of the eighties. Concentrated cash functions, packaging and sales in a single person with strong savings for businesses and net decrease in personal income. Allocations were reduced dramatically increasing productivity and paying individual incentive variables (the commission), as an engine of change. Fixed salaries were reduced to a minority.
The following adjustments in waves because they start a company and then spread to the other, were experiments in which fluctuated between the exacerbation of internal competition between sellers to attempt to reduce the number of commission via so-called Building Centers, operated by cashiers without charge, to customers autovenden. In this scheme the public is served by "cadets", "computers", "support staff" or other names which have the task to replace goods and answer questions without much knowledge of the trade.
This decrease in selling endowments (s) and decrease in Annexes commissions through individual contracts and terms of benefits and lower wages became dominant trends in the last five years. So we found the new legislation and "enterprise solutions to them." Then, from mid-2008, lives in the retail business for the organization of work a double pressure, the loss of importance of the value of (I) sellers (s) (budget and final cost), and the adequacy the value of work to legal requirements.
Our information says that the cost of labor in the middle of 2000, representing between 7% and 11% of total costs. Today, those numbers have fallen to 5% and 9% respectively. Every time the media know about the entry of a new management team to one of the greats of Retail, successes to show year-end will have to do also with decrease in cost of human resources. Stabilized
economic and administrative adjustments of Retail Holdings of the new legislation, we used the situation to start the installation of two new changes that are underway.
Having found a serious injury and their customer satisfaction levels, the motivation of the (os) sellers (s), are again lowering commissions to trade for individual and collective group incentives. One of the first experiments is the "New Deal" in Paris. It has also been called "Memorable Experience" to indicate that a visit to a customer Stores will be marked by a highly satisfactory experience. Establishing an entire treatment protocol must be strictly adhered to. Each failure decreased earnings of the group and to the entire store.
The other invention has to do with allocation of shifts. Aims to concentrate workers (s) in peak hours. This requires planning to alter permanently shifts and have a part-time endowment that can include an overnight.
B) The Companies running active anti-union policies.
is not news to mention that there are companies that develop active anti-union policies, but in the case of planned initiatives unfold Retail and durable over time. We know that this is not a hallmark of great trade, but it is obvious they have greater visibility of the numbers involved. They are companies that are among the most profitable of our economy and employ a large scale as we have seen. It is in this sector where collective agreements were signed with eight years of forcing to change the Labour Code, establishing a limit of four years for the collective instruments (Reform 2001).
When we deliberate and planned policies, means that corporate decisions are not outbursts of some managers. The administrations of each shop or other establishment, even if they name themselves do not have sufficient autonomy to define the relations. In all there centralization Holdings incumbents decisions, the managers and the distribution of resources. Communities usually have collective bargaining act in different social reasons or situations (establishments, provinces, other business units).
Within the above framework is possible to establish strategic plans designed to co-opt people and nuclei dirigenciales, divide and weaken union forces that demonstrate clarity of purpose and accumulation of forces. In trade union circles is known about the improvements in the salaries of officers, the facilities that give them time off, access to facilities and strengthen pro-company unions. There are cases where recruitment of members of unions called "yellow" do their own human resources departments. The granting of financial resources that enable travel, renting office space, expensive phones, etc., Aims to produce positive asymmetries for union leaders and "unruly." Having
companies without hampering multiruts, their administrations manage to negotiate shop or establishment, and even within each one of them, separating the union negotiations with different dates and creating negotiating groups (such as competition from unions). There is a simple example in which bargaining has been prevented collectively by way of a national pro-union company that lent itself to adopt a "Framework Agreement" which established a trading hardtop.
C) Collective bargaining and industrial action everyday suffer from the weaknesses and divisions of the existing Trade Unions.
The existence of multipath in most of the giants of retail and corporate partners is an important fact at the time of establishing the reasons for the fragmentation of trade union organizations of Retail and its poor showing in the collective bargaining, with few exceptions.
is known large trade unions in some of the chains but it is no coincidence that most of its leaders appear in the press as examples of employer-employee cooperation. They were also seen in the Seminars on Social Dialogue and the supply of inputs in the telethon. In business we describe is not known labor disputes or groups hinting primacy of leadership teams that remain for many years in power.
In contrast, most of the scenario, there are unions of medium and small size, narrow borders for political development, without the medium and long term.
would think that the context law determines the weakness of unions and their second level (federations and confederations). This is half true because coexist with limited experience to comment, other wise policies that have allowed to circumvent the rules of multipath, matching in space and time other than collective bargaining. In these places and there is a preparatory exercise for when you eliminate multipath as obstacles to collective bargaining.
Any serious analysis will then indicate a serious responsibility, the weakness of unions, union leaders, many of his political advisors and technicians of all sectors of company responsible for contributing to the strengthening of these "intermediate bodies" (as stated in the language of '80).
A review of the Retail Association of reality, we will find that there are four confederations (with quite disparate size), three or four in each Holding federations and trade unions the same number of medium size, when there multiruts. The funny thing is that these divisions are not political in nature, have been prohijadas by the Companies, the lack of political and ethical training of new litters of union leaders. It has contributed mightily in this course the absence of an institutional guardian and the high turnover of partners to prevent exercise preserve historical memory and control. The resulting union autonomy stronger labor reform of 2001, left outdoors, the trade unions. As Labour Inspection Authority lost all control over them, in practice it was over looked for the oversight. Recourse to the courts to correct bad union practices is expensive and impractical. By increasing the turnover of workers in enterprises of Retail and duration of collective instruments for the asymmetry of existing forces, there has been a kind of appropriation of the Union by a small group of people. All this does not allow eye and plans for medium and long term. They also contribute negatively existing types of counseling association. In some cases, at least, act as advisors to other union leaders that if they fail to take no personal cost. In most of the opportunities, the consultants acting on their economic interest (and could not be otherwise unless they are people with financial resources and who act out of altruism). There is then a "pecking" in which there is no synergy or a sector strategic plan. This is about taking whatever the past, the present case finish fast and go to the next.
As shown, the terms of the context in which they operate union organizations are complex and require action on several fronts. One of the main ones are the legal reforms. But it is possible to act in the immediate future. It requires perseverance, support, multidisciplinary plans of medium and long term.
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