Subject: LRI INK: Winning the Election Is Not the Endgame. This Week’s Labor Stories Show Why

April 16, 2026

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When the Brand Is the Bargaining Chip | Apple Store to Close

by Michael VanDervort

Apple is closing its Towson, Maryland, store on June 11. A struggling mall, departing retailers, and declining foot traffic are all cited as reasons for the closure. Apple says as much in its statement.


Towson was not just any store. Workers there voted to unionize in June 2022, making it the first Apple retail location in the United States to do so. They spent two years negotiating a first contract, authorized a strike in 2024 to force movement, and ratified a deal in August with 96% approval. Higher pay, scheduling protections, limits on contracted labor, and a defined disciplinary process. About 90 employees. Contract running through 2027.


Now the store is closing with no replacement planned.


Workers at the other two closing locations, Trumbull Mall in Connecticut and North County Mall near San Diego, get guaranteed transfers. Both are non-union. Apple says the Towson collective bargaining agreement prevents it from offering the same and has encouraged those workers to apply for open roles elsewhere. The union says that the company's interpretation is wrong and is exploring legal options.


Store closure is a management right. The NLRA does not require an employer to keep a location open. An unfair labor practice charge would need to establish that the closure was driven by anti-union animus rather than business conditions. Crate & Barrel and Banana Republic had already left the mall before Apple made its decision. The union's practical ability to reverse this outcome is limited.

This Is Not an Isolated Story

The same dynamic is playing out at two other brands built on progressive identities.

At REI, the co-op declared an impasse after workers voted down its final offer nearly unanimously. Impasse allows an employer to implement its last offer without a signed agreement. Facing consecutive losing quarters, REI did just that: lower starting wages for new hires, slower vacation accrual, shifted retirement from guaranteed contributions to a match, and reduced sick leave to state minimums.


The union disputed the declaration of impasse and filed with an arbitrator. Union members then voted to boycott the REI Anniversary Sale, the co-op's biggest revenue event of the year, and built a site asking co-op members to join them.


At Starbucks, more than 600 of the company's roughly 10,000 company-run stores have voted to unionize since 2021. None of those stores has a finalized contract. Workers United recently dropped its wage demand to $17 an hour, but the company still says that amount is unsustainable.


Both sides returned to the table, but the union has now filed an unfair labor practice complaint with the NLRB, accusing the company of bargaining in bad faith, making proposals it knew the union could not accept, and reversing course on seven items it had previously agreed to. Starbucks says it is engaging in good faith, and its current compensation package is worth more than $30 an hour when benefits are included.


What Practitioners Should Watch

First contracts are hard. Winning a union election and reaching a signed agreement are two different things. Towson took two years and a strike authorization vote. Starbucks has hundreds of unionized stores, but nothing has been ratified. REI remains at an impasse across all 11 of its unionized locations.


Business decisions carry different requirements once a unit is organized. Store closures, restructuring, and benefit changes all require attention to the obligations that come with a bargaining relationship. The legal question is not just whether a decision is sound. It is whether the process meets the standard.


The Left of Boom Show | Understanding Employee Motivations to Join a Union

by Michael VanDervort

When people feel like they’re not being listened to, that’s what motivates them to join a union. - Evelyn Fragoso


In this episode of the Left of Boom Show, Phil Wilson speaks with Evelyn Fragoso, a former Teamster union organizer turned labor consultant, about what drives employees to support a union.


The answer is not complicated. Deciding to contact a union about representation is a cumulative process, often building over an extended period.


Employees move toward organizing after repeated experiences of feeling ignored, unheard, or unable to influence decisions that affect their work. Organizers do not create those concerns. They identify them, reinforce them, and offer an alternative.


Fragoso also highlights how organizing often begins in practical, everyday conversations. Issues like scheduling, overtime, and inconsistent management practices surface informally. When those concerns are not addressed internally, they become the foundation for a campaign.


The discussion is especially useful in the post-election context. Organizing does not stop after a loss. Internal employee networks remain active, communication continues, and organizers look for evidence that the company failed to follow through on what it said during the campaign. When that happens, the next effort is easier to build.


A key signal to watch is silence. When employees stop raising concerns or providing feedback, it often reflects disengagement rather than satisfaction. In many cases, it means the conversation has shifted elsewhere.


The role of supervisors is central throughout. They shape how employees experience the organization day to day. When they are equipped to listen, respond, and follow up, concerns are more likely to be addressed early. When they are not, those same concerns tend to escalate.


The episode also reframes how employers should view employees who raise issues. These individuals are often among the most engaged in the workforce.


They care about the work and the environment. How the organization responds to them will influence whether they become advocates or support organizing efforts.


The practical takeaway is straightforward. Employers should revisit the issues raised during the campaign, address what can be changed, clearly explain what cannot be changed, and ensure consistent follow-up. They should also invest in supervisors who can engage employees effectively and build credibility through their actions.


Winning an election creates an opportunity. It does not resolve the underlying concerns. How an organization responds in the months that follow will determine whether the issue is settled or returns.

Listen to the full episode:

https://lrionline.com/podcasts/understanding-employee-motivations-to-join-a-union/

Connect with the guests:

Phil Wilson
Evelyn Fragoso


A Joint Employer Fight Will Head From The NLRB To Court: What Employers Should Watch

by Kimberly Ricci

Will the joint employer debate ever be settled? That remains an open question.


As we recently discussed, the "new" NLRB restored a more employer-friendly 2020 standard following the Biden-era version. This move reinstates a higher threshold: Employers must exercise “substantial direct and immediate” control over core workplace conditions shared with another business before being classified as a joint employer.


Now, a high-profile case will head to federal court and could reshape how that standard is applied. In doing so, this case demonstrates that agency rulemaking is not the end of the story.

From The Board To The Courtroom

Following an NLRB ruling last week, Google is preparing to challenge the finding that it’s a joint employer of workers employed by its subcontractor, Accenture Flex. If that determination stands, Google and Accenture would both be required to bargain jointly with the CWA-affiliated Alphabet Workers Union, which has represented Accenture’s designers, analysts, and content creators since 2023.


Within the decision itself (20-CA-353557), the Board declared, “At all material times, the Respondent has possessed and exercised control over the labor relations policy of Accenture Flex.” Meanwhile, Google asserts that it hasn’t controlled employment terms or conditions (such as wages, scheduling, and benefits) of Accenture workers since they unionized. The tech giant’s position is that it has no obligation to bargain with the union.


The Board found that Google violated the NLRA with this refusal, and following this NLRB ruling, Google can take the challenge to federal court.

The Legal Procedure At Work

Federal labor law doesn't allow companies to directly contest a union certification in court. And as we have discussed, the Board recently preserved the Ex-Cell-O mechanism, which gives employers a legal path to challenge a union certification by refusing to bargain. That refusal typically triggers a ULP charge, which then opens the door to federal court review.


That’s where this case will go after the NLRB rejected Google's factual arguments while noting that litigation had already resulted in a joint employer finding, and Google did not present newly discovered evidence.


Does Google's claimed reduction in control over Accenture workers' wages and benefits since the certification change the analysis? The Board didn’t buy Google’s argument, and now it’s up to the court to decide.

Why This Case Matters Beyond Google

The Google case illustrates that a favorable joint-employer standard helps only employers whose facts support it. Where actual control exists, as the Board found here, the higher threshold doesn't insulate a business from liability. The Board’s standard defines the test, but the facts determine the outcome, and now, Google will seek further review beyond the Board.


As we recently noted when the D.C. Circuit ordered the Board to reaffirm Browning-Ferris in regard to another employer, federal courts retain independent authority over how joint employer standards are applied. That case and the Google showdown serve as a reminder that agency rulemaking and judicial precedent can move in very different directions.


Although the 2020 joint-employer standard is back in place, courts determine when that liabilityattaches. Employers should watch this case closely, especially where questions of actual control arise after a union is already certified. This scrutiny should extend to stress-testing staffing agency arrangements and subcontracting relationships accordingly.


The joint employer question will never be a clear-cut matter, despite any NLRB rule. Courts will continue to weigh in, and the Google case is the latest development worth watching.


About Labor Relations INK

Labor Relations INK is published weekly and is edited by LRI Consulting Services, Inc. Feel free to pass this newsletter on to anyone you think might enjoy it. New subscribers can sign up by visiting here.


If you use content from this newsletter, please attribute it to LRI Consulting Services, Inc. and include our website: http://www.LRIonline.com 


Contributing editors for this issue: Greg Kittinger, Michael VanDervort, and Kimberly Ricci.


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About LRI Consulting Services, Inc.

LRI Consulting Services, Inc. exists to help our clients thrive and become extraordinary workplaces. We improve the lives of working people by strengthening relationships with their leaders and each other. For over 40 years, LRI Consulting Services, Inc. has led the labor and employee relations industry, driven by our core values and our proven process, the LRI Way.

 

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