In Belgium, social consultation requires dialogue, so it 's best to master it. Xavier Culot, HR consultant and employer representative, shares some tips for re-establishing constructive dialogue between companies and trade unions.
Social negotiation has long resembled an arena. Employers and trade unions: two camps, two visions, sometimes two languages. However, the Belgian model is based on a single principle: consultation. ‘We cannot avoid talking to each other,’ says Xavier Culot, human resources consultant and employer representative on the joint committee. Behind the apparent tensions, dialogue remains the best lever for social peace.
Trade unions: key players in the social landscape
To understand social dialogue, you first need to understand trade unions. These are associations that defend workers' rights, which emerged in the 19th century from the former mutual aid societies. In Belgium, their presence in companies is part of the legal and institutional landscape: works councils, committees for prevention and protection at work, trade union delegations, etc. ‘These are the legal gateways for trade unions into companies. The law has laid down all the rules: frequency of meetings, topics to be discussed, information to be provided,’ explains the advisor.
Mutual recognition is at the heart of social dialogue. The employer's role is not to bypass the trade unions, but to ensure the smooth functioning of the consultation bodies: regular meetings, information sharing, clear agendas. ‘When the basics are respected, discussions become constructive,’ he observes. Conversely, a lack of transparency or a broken promise is enough to cause the machine to grind to a halt. ‘It's a matter of finding the right cruising speed, but just as a ship can encounter a storm, dialogue can become more difficult as a company undergoes changes. Then again, it's important to keep the dialogue going,’ continues Xavier Culot.
The codes of social dialogue
To negotiate effectively, you first need to know the terrain. Each body has its own codes, pace and areas of expertise. In this highly structured environment, form is as important as substance: carefully drafted reports, well-prepared meetings... these are all signs that management takes consultation seriously. Even in tense moments, shaking hands before leaving the table is already a step towards social peace.
This discipline does not preclude flexibility. Knowing how to rephrase a question, postpone an issue, or admit that you cannot answer immediately is also a sign of respect. For Xavier Culot, the worst enemy of dialogue is wooden language. ‘What the boss says is set in stone.’ It is better to be cautious than to make a promise you cannot keep. Consistency, ultimately, is the best proof of seriousness.
From compromise to win-win agreement
Belgium has a long tradition of compromise: everything has been negotiated there for decades. This is the famous ‘marriage of opposites’ often referred to by social dialogue specialists, i.e. the art of uniting two incompatible concepts. For the HR consultant, a compromise is not always a victory: it is simply ‘the lowest common denominator’. The ideal, he says, would be to go further: to seek a win-win agreement.
Example: changing working hours, reviewing organisational structure, opening on Sundays... Behind every measure lies a human reality: an earlier train, childcare arrangements that need to be reorganised, a disrupted private life. ‘If we don't understand why one party is opposed, we will never be able to reach an agreement,’ observes Xavier Culot. Social negotiation is therefore not an exercise in persuasion, but in understanding.
Negotiating, listening, learning
In the Belgian system, no judge rules on collective disputes. The parties must reach an agreement, one way or another. ‘We are condemned to talk to each other,’ he sums up. Listening then becomes the driving force behind negotiation: this is often where the success of a dialogue is decided.
During the ‘Union negotiations’ workshop he leads with Alain Lancelot, Xavier Culot uses a metaphor: negotiators can be sharks (who bite), carps (who suffer) or dolphins (who adapt). ‘The best are dolphins,’ they explain. Neither weakness nor domination, but a balanced stance. This attitude, both firm and flexible, is what transforms a negotiation into a constructive dialogue.
An art to cultivate
Social negotiation is also a lesson in patience. It requires method, respect and a good dose of realism. In return, it offers a tool for stability and cohesion within the company. ‘Social peace is built in moments when we still choose to talk to each other,’ concludes the human resources consultant.
Xavier Culot shares this approach alongside Alain Lancelot during the ‘Union negotiations’ workshop organised by Beci. This two-day training course, aimed at companies, teaches them how to communicate better, understand the rules of the game and, above all, build more peaceful social relations. In business, as elsewhere, there’s always value in dialogue.
Check our calendar for upcoming sessions of the ‘Union Negotiations’ workshops.
For any questions or further information, please contact Frédéric Simon, Head of the Talents Community: fs@beci.be