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Organising and recruiting

Why is organising and recruitment so important?

Building the union and recruiting more members and workplace representatives should be everyone's priority. It shouldn't be seen as a once a year activity but as an ongoing process.

The more members we have, the stronger we are - but only if each workplace has activists who involve the membership in union activity.

This means that we will have more influence with our employers, politicians and government and will be more successful in improving our working lives.

What does organising mean?

You may have heard the words 'organising' and 'servicing' used to describe trade unions - but do you know what they mean?

The words 'organising' and 'servicing' are trade union jargon for two different styles of union.

Although they are very different there can be areas where they overlap - eg there is a small amount of servicing in an organising union.


The way we talk to members and potential members has an impact on their understanding of why PCS exists and how it operates. The points below summarise the main differences between an 'organising' and a 'servicing' union.

In an organising union:

  • the members are the union
  • members pay a subscription to become actively involved - they understand the importance of working together
  • members are trained and encouraged to work collectively to campaign on workplace issues and for improvements
  • the union is proactive - it gives members the power to take up and resolve issues themselves and non-members are recruited around these issues and this philosophy
  • paid officials and activists provide support and advice to help members win in the workplace
  • an organising union is member led - everyone plays their part in ensuring the union is active in every workplace
  • the union cannot be separated from the workplace as members and management understand that the workers are the union.

In a servicing union:

  • members see the union as a third party
  • they pay a subscription for which they receive services from a representative or paid official
  • members aren't involved in the union and only see the union as the ambulance at the bottom of the cliff - workplace insurance
  • very few people do union work and reps sell the union to non-members on the cheap benefits they'll receive - for example, wills, travel insurance, legal advice and representation
  • the union is reactive to people's problems - communication comes from paid officials and not from members
  • the union is seen as an organisation that exists outside and separate from the workplace.

Mapping your workplace

What is mapping?

Mapping is a strategic tool to help you organise successfully. Mapping should provide you with a picture of the areas where you need to focus attention on recruiting members and activists so there are union contacts in all parts of the organisation.

The information you gather will give you an accurate idea of the areas you need to focus your organising and recruitment activity on so you can begin to develop a step-by-step approach to building the strength of your branch.

Mapping also provides your branch committee with an opportunity to get ordinary members involved in building the branch - providing a sense of shared ownership and responsibility.

How to map your workplace

There are a number of different ways you can map your workplace from drawing up a floor plan and marking down the information about where people sit, to developing a spreadsheet to keep and update the information you gather.

What is most important is that you undertake the mapping exercise with the intention of collecting as much information as you can to help you plan your recruitment and organising work and build a stronger branch.

Why do it?

Undertaking a mapping exercise will enable your branch to develop a coordinated strategy rather than recruiting on an ad hoc basis. It should provide you with a picture of the areas where you need to focus to recruit members and where activists are needed so there are union contacts in all parts of the organisation.

The information you compile will help you work out what your organising goals should be and help you measure the success you have in achieving them. Once you have completed your map, it will provide valuable data on the make up of your workforce and help identify areas that need attention.

A mapping exercise should be completed as part of the campaign process - to help identify target areas for campaigns and indeed help formulate the campaign itself. For example, if your map shows that your accounts department has a high percentage of young employees but very few of them are members you know where your focus should be.

Who does it?

As mapping is about gathering information, you need all of your activists (and hopefully some interested members) to participate. Try to ensure that the people involved have knowledge of a wide range of different work areas.

You can build your team by getting lots of people involved in the mapping. The very fact that you are out there mapping as a team, talking to people, seeking information and asking their opinions means you have started to tackle the fundamentals of organising.

How do I do it?

You may be able to begin your mapping exercise at your desk - but remember that mapping is essentially something that can only be done by getting out and talking to people. Get your activists together along with a list of employees. Spend a minute discussing what you know about each one of them.

You don't have to collect the information in one go. You can build up your database over time, extend it as necessary and amend it as and when the information needs updating.

What information should we collect?

Your map should be tailored to your workplace and what you want to learn from the information. You can decide what information you need but there is some key information that you should include>

For each work area:

  • Who works there? (including gender, race, age)
  • What is their working pattern? (are they full or part time, permanent / contract / casual/ agency temp?)
  • What is their grade / pay / job?

Are they:

  • A member (are they active or potentially active - ie. would they distribute information?)
  • A non-member (and what their attitude towards the union is)
  • A rep.

As with all your records, you will need to consider the implications of collecting and keeping this information in relation to the Data Protection Act.

How do we collect the information?

You can collect the information however you want. You may find it easier to complete each section or work area using a floor plan then transfer the data to a spreadsheet after you have collected it.

You'll find a list of employees useful especially if you also have a list of members so you can cross-reference. Many employers will provide this information either on request or routinely depending on their agreements with PCS.

Although it may seem like a big task, if you get members and reps in each section involved collecting the information for you, it won't be so onerous.

Clearly define what you need done and why, so that members have a set task to undertake. Explain that, once you have collected the information the first time it should be relatively easy to keep it up to date and will not be such hard work.


Analysing the information

There are a number of questions you can ask once you have collected the information on your workplace and identified your members and representatives.

In the first instance you will probably only want to focus on identifying the areas where you have lower membership, a lack of representatives, or where there are particular issues.

Over time however, you should use the information you collected in your mapping exercise to carefully target your campaigns and recruitment efforts, and to build your representative structure. The following questions should help you identify areas that you need to focus on:

  • How does the membership in different areas compare to the staffing, in those areas consider gender, working patterns, grade, ethnicity etc?
  • Is your membership spread evenly across the organisation or concentrated in a few areas? Are these the areas that you have active reps in?
  • Are men and women recruited in proportion to the gender balance within the organisation as a whole?
  • Are all grades / jobs represented or are you recruiting from certain grades /jobs and not others
  • Are you recruiting part time and contract or temporary staff as well as full time staff?

You should ask the same questions of your rep structures to gauge the strength of your branch.

Grading

You may find it helpful to grade the staff you have identified as working in each area. A useful way to do this is to grade staff as follows:

  • those who have already joined the union - 1
  • those who will probably join easily or have previously indicated that they will join - 2
  • those who you think will join over a particular issue or will take some persuading 3
  • those who will probably not join - 4
  • hostile staff and management - 5.

Be careful how you share this information paying attention to the Data Protection Act as mentioned above.

Structure

This process can help give your campaign some structure. For instance, you could ask all those who you have graded as 1 to try to recruit those you have graded as 2. This should not only result in more members but also will help encourage others to become active. Make sure you set up an opportunity for the 1s to come back and tell you how they did and what they learned from it.

When acting on this information, start by addressing the 2s, then the 3s. If you have been successful, you may want to talk to some 4s, but you may need to accept that the 5s will probably never join.

Planning recruitment activity

The most important part of any campaign is to ensure that it's properly planned. A well planned campaign is more likely to be successful, than one that is put together at the last minute without a strategy.

Give yourself time

You need to allow yourself plenty of time to give proper consideration to the following questions:

  • How many people will we need to help?
  • What materials will we need?
  • How can we use this opportunity to encourage more members to get active in PCS?
  • How does this fit in with our group/branch organising plan?
  • How many members are we aiming to recruit?

Getting started

Before confirming arrangements for your activity, contact your nearest PCS regional office to discuss your plans. Every regional Office has either a dedicated organiser or an officer with organising responsibilities.

You'll find a list of these offices and their telephone numbers on the PCS where I live pages.

PCS organisers will help you put together a plan for increasing membership in your workplace.

Why is recruitment important?

Building the union and recruiting more members should be everyone's priority. This should not be a once-a-year event, but an ongoing process. The more members we have, the stronger we are. This means that we will have more influence with employers, politicians and government and will be more successful in improving life for our members.

When's the best time to run a recruitment campaign?

Choosing the best time to run activity will affect your success. Avoid weeks when large numbers of staff are likely to be on holiday, such as Bank Holiday weeks or half term.

Consider whether there will be other events taking place at the same time that may compete with your campaign. Try to avoid weeks when the workplace may be busier than usual, as staff may not feel able to devote enough time to you. You may be more successful running a number of one-day events, rather than one weeklong campaign.


Think about part-time workers, shift workers, workers off sick or on holiday and those who job-share. Make sure that they are not excluded from your campaign.


Surveys show that most non-members, when asked why they have not joined the union, say that it's because they've never been asked.

Where should I recruit people?

The most effective way to increase membership is to negotiate desktop access. This means being able to walk around the workplace, speaking to workers at their desks. Ensure that you check with them that it is convenient to talk and remain polite at all times.

If you are unable to secure desktop access, then consider alternatives. Offer open meetings and even meetings away from the workplace, where some staff may feel more comfortable away from the attention of management.

Newsletters and leaflets on 'hot-issues' will be effective in encouraging workers to talk to you. If you can't negotiate access, ask activists to make sure that everyone gets a leaflet. You may also consider giving out leaflets to staff as they arrive at work in the morning. A leaflet won't recruit a new member on its own, but it may encourage a potential new member to come and talk to you to find out more about the union.

How do I go about recruiting?

Don't try to 'sell' the union. Few people join the union because of its insurance schemes or death benefit. Most people join because they have, or anticipate having, an issue at work that they are not happy about.

Let the potential member talk to you. Find out about them by asking them open questions. Ask about their work, their workplace, their supervisor or manager, their pay, their treatment at work etc. Try to discover what their 'key issue' is.

Show interest, be aware of your body language and, most importantly, listen to this person. You may be the only person that has been prepared to listen to him/her discuss this matter. Allow them to finish talking before you reply.

Explain that the only way to change the current situation is to join the union. Explain what the union is and how it works. Explain that members decide union policy and the importance of getting organised at work. Show them that the union is successful by giving examples of recent successes.

Briefly explain the role of the workplace rep and branch and where members fit in. Tell them how much it will cost.

Finally, ask them how they will be successful in changing things at work, without joining a union. Then ask them to join PCS there and then, without taking the form away to complete. If they do take the form away, arrange a time to meet up with them, so that they can return it to you. Explain the joining process and what they can expect to receive from the union.

What resources are available?

Resources for your campaign will fall into three categories.

People

All branch activists should take part in the campaign. If additional support is required, talk to your PCS regional office about this. Some Regions have a number of activists who are willing to support local campaigns.

Leaflets and newsletters

Make your campaign relevant to the workplace. Produce and distribute a small leaflet advertising the campaign in the weeks prior to it taking place. Produce a newsletter with the names of local union representatives and activists to give out to all members. Use this to advertise an open meeting. Highlight some of the key issues in the workplace and explain what the union is doing about them.

See the 10 reasons to join PCS page for ideas to include in your leaflet/newsletter.

We also have a wide range of literature (including application forms, posters, flyers) that can be ordered through your regional organiser. You can download a literature order form - see the resources box above.

Promotional items

These can be obtained from your regional office. We have a number of items, such as coasters, pens and badges that can be given to new members.

Other items such as mugs, lanyards and mouse-mats can be obtained for distribution on a more limited basis, through a prize draw or by offering each new member the opportunity to choose one of these items. You can download a promotional items order from - see the box above.

It isn't possible, or practical, to give all these items to new members. Speak to your regional organiser for more information on this.

After the campaign

Aim to keep the profile of the union high. This should apply after the campaign as well as during it. Ensure that noticeboards have posters and plenty of leaflets are available. Every area should have a representative or someone willing to distribute union literature.

It is important members understand that the union is an organisation that exists inside their workplace and is not an outside body that only arrives once a year to recruit.

Send all new membership forms to HQ as soon as possible. You may choose to keep a record of those submitted.

Return any unused promotional items to your regional office and make a note to return to this workplace to follow up any issues. Refer any problems that you can't resolve onto the relevant PCS office.

If you follow this advice, it's not hard work and you will be making sure that PCS has a healthy future. Tell us about it - we can publicise your success around the union. Remember it's not just about recruiting members, it's more important to leave that workplace with a number of enthused activists and good workplace organisation.

Good luck, and remember, don't be afraid to ask for help.

Get involved in staff inductions

What are inductions?

Most employers have standard processes for inducting new staff. They are likely to include introductory sessions with representatives of the pension scheme and/or any other benefits and a guide to terms & conditions of employment.

Many employers also recognise that the union has an important role to play in this process and active trade union members are frequently given the opportunity to meet new staff who are then able to see that the union is a recognised part of their working life.

Why are they important?

A well-organised union ensures that all new workers are approached about joining as soon as they start work. Induction sessions provide a structured opportunity to talk to new staff about the union: attendees are less likely to be distracted than when approached in their workplace.

Who can be involved in delivering union inductions?

Any union member can take on this important role in consultation with their branch. If you think you may be interested or are unsure who is currently involved in delivering inductions in your workplace, contact your branch or PCS regional office.

What do I do if my employer doesn't currently offer the union the opportunity to be involved in induction sessions?

Talk to your local branch or PCS regional office about approaching management to negotiate this facility.

What should I include in my induction session?

Celebrate success

The goal of this opportunity is to recruit new members of staff to the union. It is therefore vitally important that the new staff member leaves the induction seeing the union as active, influential and inclusive and is aware of the obvious benefits of joining the union and getting involved.

A new staff member will often be unaware of how current terms & conditions have come about in your workplace - this is your opportunity to ensure the union gets the credit, not the employer.

Share details of PCS wins from both within your group and more widely - for example through effective government lobbying. This helps to show the many ways the union works for the benefit of all members and their families.

Focus on current issues and campaigns

Along with showing past union successes, you need to ensure the prospective member understands there is still work to be done and that the union needs them to ensure future achievements. Discuss current issues and campaigns at all levels of PCS from the workplace to the Group and nationally.

Be open and interactive

Try to give the new attendees the chance to ask questions or discuss their past union experiences or perceptions. You're more likely to recruit people to the union if you've taken the time to discuss any concerns they may have.

As this can be a challenging subject for any representative, preparing for the objections you think you might face will help you feel more comfortable. If you would like help with techniques for handling objections, contact your PCS regional organiser.

Follow up

As people arrive for your session, ask them to list their contact details (starting the sheet with your own details often makes people feel more comfortable as they can see someone else has done it first!). You probably won't sign up every new staff member on the spot and they may not all work in the same workplace.

It is important that workplace representatives and active members are made aware of new staff members, and given responsibility for talking to them a short while after their induction.

This is an opportunity to see how they're settling in and to ask if they have any questions about the union following their induction session. You're also continuing to promote the union as a group of helpful and interested colleagues and, of course, it's a further chance to collect a completed membership form! It's also a great way of getting more people involved in union activity.

Competition from another union/staff association?

It's important that we don't put down another union or ignore its existence. If you have an induction session, they probably will too. If there's a staff association or competitor union - explain the difference in the way the unions operate, focusing on PCS.

If you've discussed with them the independent, member-led structure of PCS, which is prepared to take up the issues of its members, then have some faith that the potential member will make the right decision based on what they learn from both unions.

Need further assistance?

Your PCS regional organiser is always available to provide guidance and assistance to anyone involved or interested in becoming involved in induction sessions. See the organising and learning contacts page for details.

Action plan template

Branch and group development doesn’t just happen by accident. New members, new reps and campaign activity won’t happen unless we make them happen. That is why each area of the union is encouraged to produce an action plan.

How to get started

The best way to start is by doing some initial fact-finding work. Then focus on building a strong rep and activist team, to help you share the load.

Small achievable tasks

Don’t try to be too ambitious at first. Break each goal into small achievable tasks. Include the support you are going to need and the actions you are going to take for each one. Once these small objectives have been met you can set more challenging ones.

Action plan template

Use the action plan template as a starting point in the development of your action plan:

Distributor coverage

Process
 
  1. Every workplace with a named distributor on commix.
  2. Circulate the information to local reps in order to validate the existence of every workplace.
  3. Work with membership department to close any duplicate workplaces.
  4. Contact branches to validate areas where no contacts/distributors are named on commix and ensure that all current elected reps are also recorded as distributors in their workplaces if there are no other contacts.
  5. Inform bargaining unit of known contacts not recorded on commix.
  6. Encourage branches to arrange workplace meetings/visits in areas where there are no contacts to encourage someone to volunteer to be a contact point for receiving and distributing important union information. Prioritise bigger workplaces with high membership first.
Target
  • Every workplace with a named distributor on commix.

Full and active branches

Process
  1. Request a list of all branches in the group with no branch chair, secretary, organiser or treasurer.
  2. Circulate the information to the branch in order to validate or correct gaps.
  3. Branches can update this information on commix using the internet. Alternatively send the information to your bargaining unit to update.
  4. Work with the existing branch officers to develop a plan to identify and encouraging more activists to fill any vacant branch officer positions. See organising priorities below.
Target
  • Every branch chair, secretary, treasurer and organiser to be recorded correctly
  • on commix.
  • Decide which issue will motivate prospective activists to want to volunteer.
  • Produce leaflets or newsletters encouraging members to get involved in the union and circulate this during a desk topping activity or a workplace meeting.
  • Ensure that every member will be asked.

Membership density

Process
  1. Get an up to date membership figure.
  2. Negotiate information from the employer on the numbers of staff in post broken down by grade or job description on a monthly basis.
  3. If the employer refuses, put in a request under the freedom of information rules or use parliamentary contacts in the group to table a parliamentary question to the secretary of state.
  4. Use the DTUS and the information provided by the employer on the numbers of staff in post to identify how many staff are members or potential members of other trade unions.
  5. Discuss the density at the executive committee and the organising sub committee.
  6. Produce materials about issues that workers in the area feel strongly about which will encourage workers to join the union.
  7. Identify other elected reps that will help in distributing materials and asking potential members in the workplaces to join the union.
Target
  • Regularly record and monitor membership density levels.
  • Identify priority areas for increasing membership levels (geographical or grade or workplace).
  • Prioritise three areas where you will able to have a quick impact and then move on to the next three areas where you will have a quick impact.

Building our strength to win on our bargaining objectives

Process
  1. Explain the importance of face to face contact.
  2. Send information to branches and workplaces which encourages feedback and discussion around current issues.
  3. Ensure reps are confident in speaking at workplace meetings and at asking members to join the union or what issues they would like their branch to be campaigning on.
  4. Ensure branches discuss ways of improving communication in the workplaces and using e mail to compliment other more personal forms of communication.
Target
  • Increase face to face contact with members and potential members.
  • Prioritise use of facility time to ask every potential member face to face to join the union.
  • Increase the level of workplace meetings to ensure that members are able to have an input in shaping and contributing to branch and group campaigns.

Under-represented groups

Process
 
  1. Explain how activist can change their equality data on line.
  2. Request detailed equality data from the employer about staff in post.
Target
  • Ensure that all current activists equality details are recorded accurately on commix.
  • Establish an equality committee to co-ordinate campaigns and initiatives to encourage under-represented groups to become active.

National organising strategy 2009

The national organising strategy report 2009 is a useful reference point for all PCS organisers.

It contains more statistical information than previously, starts to be able to identify new trends, and average age is featured for the first time.

When conference agreed the first national organising strategy in 2004, it recognised this would be a long-term project and agreed that progress should be reported to conference on an annual basis.

Each subsequent year, conference has agreed further recommendations to take this work forward. This year, we are reporting on progress on last year’s ten key recommendations and setting a detailed programme of work for 2009.

Membership levels

Increased recruitment activity - in particular around the national campaign - means that we we ended the year with over 300,000 members despite significant numbers leaving employment.

Building our union

The best new however is that our level of activism continues to grow despite the government's cuts programme and the many activists who have left employment in 2008.

We have been successful in encouraging more people to get involved in union activity and more 549 more activists than last year are now recorded on commix - more than ever before.

The PCS organising strategy is currently available as a printed document or as a PDF download. If you require it in an alternative format please contact the organising department.

  National organising strategy 2009

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