Many U.S. Employers Report a Preparedness Gap as They Navigate the Modern Labor Landscape, Littler Survey Finds

(September 30, 2025) – Littler, the world’s largest labor and employment law practice representing management, has released its 2025 Labor Survey Report. The survey uncovers a preparedness gap among companies as they navigate a new labor relations landscape, including shifting employee expectations and escalated collective bargaining and organizing tactics.

While one in four employers whose workplaces are not fully unionized report experiencing organizing activity over the past two years, only 9% of non-unionized employers feel very prepared to effectively respond to union organizing activity. Among those with unionized employees, just 18% feel very prepared to handle more aggressive collective bargaining tactics, such as strikes, walkouts, or coordinated corporate campaigns.

The report draws on insights from nearly 800 respondents—42% of whom hold C-suite positions—including in-house lawyers, business executives, and HR professionals. Most respondents (93%) are based in the U.S., with the remainder serving at organizations with U.S. operations.

Current Organizing Activity and Interest

The majority of employers surveyed that do not have any unionized employees (85%) believe that if a union organizing drive were held today, less than 30% of their employee base would sign a union authorization card. However, these businesses may be underestimating the willingness of their employees to at least consider joining a union. Additionally, in the digital era—when employees have ready access to organizing information and seamless ways to connect quickly with one another—organizing efforts could be developing even if leadership is not hearing about them.

“Unions are devoting more resources to turning employee curiosity into actual support, targeting employees in industries that have not historically been receptive to their message, and using high-profile corporate campaigns and strikes to gain attention,” said Jonathan Levine, co-chair of Littler’s Labor Management Relations Practice Group. “This won’t change with a more management-friendly National Labor Relations Board, but can be effectively addressed by employers who recognize that most employees still prefer a direct relationship with an employer that makes engagement a top priority as opposed to a talking point.”

Preparedness Levels and Risk Mitigation Strategies

Both non-unionized and unionized employers are taking some steps to prepare for labor-related activity, including implementing or expanding employee engagement programs and conducting training for managers and supervisors.

However, less than half of respondents at organizations with some unionized employees have developed a strike or business disruption contingency plan (44%) or prepared strategic and economic analyses to assist with bargaining (34%). This comes even as 42% of respondents with unionized employees say that union leaders have become more confrontational and aggressive over the past year.

“Organizations may have preliminary plans in place when it comes to running their businesses amid a strike or preparing strategic and economic analyses for bargaining. However, these plans may not have the teeth to stand up to an actual work stoppage or complicated negotiations,” said Tanja Thompson, co-chair of Littler’s Labor Management Relations Practice Group. “Adequate preparedness helps create strategies that are lawful, effective, and actionable.”

Organizing Drivers, Pressures, and External Factors

The survey also identifies key factors motivating organizing activity.

Aside from pay and benefits, the leading drivers for employee support of such efforts include work/life balance (38%), desire for input into business decisions (31%), and job security (29%), according to employers that have experienced union organizing over the past two years.

While respondents who haven’t experienced such activity of late ranked work/life balance and job security among the top three factors (outside of pay and benefits) that are likely to prompt support of organizing efforts, only 15% cited a desire for input into business decisions—suggesting those employers may not be prepared for emerging demands on that front. Additionally, 49% of respondents say that the growing number of Gen Z employees in the workforce has given rise to a greater desire among employees to have input into strategic business decisions.

“Nearly every big union campaign today promises to give employees more of a voice in the workplace,” said Brooke Niedecken, co-chair of Littler's Labor Management Relations Practice Group. “However, most employees prefer not to pay union dues or face other drawbacks associated with the reality of being represented by a union. Establishing employee voice programs—especially those that involve multiple forums for employees to have a voice and encourage follow-through from leadership—can be an effective way for employers to improve their operations and give employees the engagement they want.”

These and several other findings—including breakdowns by key industries and company size—are discussed in greater depth in the full survey report.

Download Littler’s 2025 Labor Survey Report

About Littler
With more than 1,800 labor and employment attorneys in offices around the world, Littler provides workplace solutions that are local, everywhere. Our diverse global team and proprietary technology foster a culture that celebrates original thinking, delivering groundbreaking innovation that prepares employers for what’s happening today, and what’s likely to happen tomorrow.