The 10 Step Beginners Guide for SOR Trade Union Reps

After the initial buzz, two days after being voted as SOR rep, I realised that I didn’t have a clue.

My basic SOR rep training was months away, the previous rep had already vacated the building and there was no-where to turn.

I really wanted to make a difference and help improve staff working conditions.

Feelings of excitement, fear, adrenaline and uncertainty raced through me on an hourly cycle.

I scoured the internet looking for some insider knowledge, an in-depth “how-to” guide to being an amazing rep, but tumble weed rolled across my computer screen.

I did eventually find my way after lots of research, some good advice and by simply having a go.

But it would have been nice to have “held-a-grown-ups-hand” while taking those first steps.

This brief 10 step guide is intended to give you a place to start and some useful advice that I hope will help you on your way to being a great SOR rep.

STEP 1

Why do you want to be an SOR rep?

Think long and hard about this question because the answer will keep you focussed on your original reason for volunteering in the first place.

When you have a victory that win will reaffirm your “why” and the sense of achievement and joy when you make a positive difference.

Your “why” might also be the only thing that keeps you going when you are deep in the trenches.

But when you win and win you shall, it is all worth the effort.

So think carefully about why you want to be a rep and hold onto that reason.

Here are some general ideas to help you.

Noble reasons for being a rep

• Fighting on behalf of the staff

• Making sure that all staff voices are heard

• Creating and establishing healthy lines of communication between management and staff
• Being a positive force for change

NOT so noble reasons for being a rep

• Self-interest

• Self-aggrandisement

• Wanting power and influence for the sake of it

It might sound obvious, but try not to embrace the “not so noble reasons for being a rep.”

If you fall into that camp, analyse your thoughts and consider if the role is really what is best for you and the staff?

Your main job is to represent staff interests and needs. That position is non-negotiable.

STEP 2

Have a vision and a plan

Once you know why you want to be a rep, it is vital to have a vision. Oh no I hear you say..not that lame leadership talk about “having a vision?” “I just want to fight for the staff.”

Okay, that position is commendable but how are you going to achieve that? And what are you fighting for exactly?

The truth is that most reps just fight fires and are reactive.

For example many reps will attend the meetings with management.

Management will tell you what they have been told to implement by those above them, and you either complain about it or negotiate to make it more palatable and less painful for the staff.

You simply sit and wait to be informed about the next scary change and then agonise about how to deal with it.

That sort of work is necessary but can become draining for you and your members. And in the end, it may not address crucial staff needs.

It’s so easy to fall into that way of operating, but things can be better.

When you have a clear idea about what would benefit the staff, the patients and the service, you can be more effective and purposeful.

How do I create the vision and plan?

Remember your job is to put forward what the staff want, not what you want.

So let the staff guide you. Ask them what they would like to see changed or implemented.

You can conduct interviews and circulate questionnaires. Let the staff set the agenda.

For example, after canvassing opinion, you might decide that within the next 12 months you hope to –

1. Get a changing room and lockers for all staff

2. Try to establish study leave for all staff members

3. Create a study circle for staff to facilitate learning and CPD

4. Get additional support for moving and handling during night shifts

Remember that you do not have to do it all by yourself. Many of your members have valuable skills and are more than happy to help you.

It will also make them feel included and valued if you get them involved.

STEP 3

Beware the trap of being aggressive just for the sake of it

There is no need to rail against management for the sake of it.

It might give the impression to your members that you are a “no nonsense” reincarnated caricature of Bob Crow (who by the way was an excellent trade unionist) but there is no need to be ultra militant for the sake of it.

Keep in mind that many of your managers were once on the shop floor. I know it might not seem like it, but they can be considerate and sympathise with your point of view.

Management will recognise if staff are not happy and unhappy staff are less productive and more likely to leave.

So it’s not in their interests for you or your colleagues to be miserable.

However, they do have their directives from above and their job, in part, is to implement them on the shop floor.

So this is why some managers grapple with competing needs. On the one hand they have to implement trust directives and on the other, they want to keep the staff relatively happy.

Sometimes the two goals clash, but not always.

Having said that, there are a minority of managers who have a single-minded focus on implementing any proposed changes with little regard for staff concerns.

They thankfully are few in number, but it would be foolish to ignore their existence.

Having this perspective doesn’t mean that you should get out your violin for the management team, but seeing their point of view gives you a better perspective.

It can also help you create better strategies and approaches if you keep managements’ concerns in mind.

These strategies and approaches might eventually help the management get things through on your behalf.

STEP 4

How not to get hypnotized by management in meetings and stay focussed on your goals

Too many times have I sat in meetings with management and fellow reps and witnessed reps being enchanted by the management.

A rep might put forward a staff suggestion and after about 10 minutes of discussion with the managers, the rep has been persuaded that what they are asking for is impossible.

They proceed to agree that it was a terrible idea in the first place and all hopes of change are dashed.

No-one is immune to this phenomenon. Skilled managers excel in the art of persuasion. They need this skill to get things done.

Sometimes they might be unaware of their own abilities to get you to come to their way of thinking. It’s just natural to them.

In times like this remind yourself that you are not management. You represent the staff.

Management will consider the organisation/department’s overall interests (as they should). It’s your job to take care of the staff.

• Go into a meeting with a clear aim and stick to it. Yes you can negotiate the finer points of how to implement your goal, but if you have a worthwhile proposal don’t allow your mind to be completely changed.

• Think about the potential objections that managers and even fellow reps will pose before you attend the meeting. That way you can think the idea through to see if it will add value. This will help you find solutions to problems that might be highlighted within your plan or proposal.

• Come up with a water tight and well reasoned argument that makes it hard for others to reject it out right.

STEP 5

Be “solutions” based in your approach to problems

When we are on the shop floor there is a tendency to moan about poor working conditions but offer no solutions.

At a higher level, managers have many variables and factors to consider.

They have to think about about how much a change is going to cost, how to practically implement the change…..

If you make a proposal and offer a well thought through solution, it will help you immensely in your cause.

A manager will at least consider your ideas because you have found the reasons that may help to support your proposal and considered the reasons against it.

Quite often the managers that you interface with do not have the final say. Your proposal may have to be approved by someone higher.

So if you can come up with solid reasons about why your proposal will be of benefit, it gives you a fighting chance with those at the top.

For example, if you can demonstrate that having an imaging assistant available to help with moving and handling on night shifts will lead to less injuries, less time off and increased staff satisfaction, a manager might be more amenable to your suggestion.

This is more useful than staff simply complaining about having back ache.

By offering a well thought through solution you remove a huge burden from the person you are pleading your case to. It means there is less work for them to do.

This approach will also help to build healthier relationships if you can demonstrate that you are willing to work collaboratively to find solutions.

STEP 6

Put every decision to the vote

Remember you represent the staff. Be democratic. Before any decision is made on behalf of the staff you must seek their opinion and act in the interests of the majority.

Trust me, if you take it upon yourself to even decide what the dessert option will be at the Xmas party without consulting the staff, they will make you pay for it.

It’s very easy to make a snap decision, on-the-spot, when you are under pressure.

At the very least send regular emails. Emails are a great way of communicating and they leave a paper trail to prove that you made contact.

If you can, hold meetings as a way of informing your members of recent developments.

Some members will sympathise and will try to help by spreading the word.

But getting some members to engage with you is like trying to wake the dead.

At least if you can show your members that they were consulted, you did your job.

No-one is perfect and you will miss things, so try not to worry about it.

STEP 7

Check in with yourself every 3 months to see where you are and what you have achieved

I cannot stress this enough. With any plan that you implement you must check in periodically to see if things are working.

If you never do this you might be going off on a tangent to nowhere and end up wasting 12 months.

Every now and then, take some time and assess. Ask yourself some questions –

• What have you achieved?
• What still needs to be done?
• Do you need to rethink a particular strategy or try a different approach?
• Has a new issue come to your attention that needs to be tackled?

This will help to keep you on track and stay focussed.

STEP 8

You might lose some friends and here are some of the reasons why….

This can be painful but it does happen, so I must mention it.

While some of your colleagues will be relieved that you stepped up and give you lots of support, others, including friends MAY turn on you.

Their reasons can be varied and confusing and their reasons are not always obvious.

Reason 1 – Some people might perceive that as a rep you have power.

Now any rep knows that this generally is far from the truth and ridiculously absurd. They also know that any rep who thinks they have any real power is delusional.

But because you interact with management and represent the staff, some see this as having a position of great influence and may resent you for it.

Because you “mingle” with management, some may automatically mistrust you and question your motives.

Reason 2 – Being a rep can help you develop many desirable skills.

It can help you to become a better negotiator.

It can also improve your confidence and help you develop leadership qualities.

Many of your colleagues will value the positive changes that they see in you, but others might become jealous.

It’s not a nice thing to contemplate, but it does happen.

Reason 3 – As a rep you will not be able to work magic and make everyone happy.

Some staff members will not agree with a change even if the majority of staff voted for it.

Unhappy people generally want to find someone to blame. As the rep you will be the most convenient target for frustrated staff and arrows may be fired in your direction.

Losing friends and falling out can sadly be part of the role. Stay calm, do not allow yourself to succumb to anger or fear and keep a level head.

That way you will find the best way to approach any fracas if it gets out of control and build bridges in the long run.

STEP 9

Know when to bow out gracefully and step-down

If you are sincere and dedicated you will do so much good as an SOR rep. Overall it is a greatly rewarding experience.

If you are still energised and productive and your members are behind you, there is every reason to keep going.

But being a rep can be intellectually, physically and emotionally demanding.

Everyone has their limits.

Do not fall into the trap of the boxer who should have retired 5 fights ago and gets battered in the ring.

Know when it’s time to leave, preferably when you are still in one piece.

Sometimes it’s good to have a change as you can get very tired.

It’s not personal, but your members might just want to see a different face in the role.

You did your job, be proud and take a well earned rest.

STEP 10

Enjoy the challenge of being an SOR rep

I personally found being a rep incredibly exciting and demanding. I was an SOR rep at an organization that was in a perpetual state of change which created a lot of fear and uncertainty, but also presented many opportunities.

I have no regrets, and my experiences as an SOR rep changed me for the better.

1. I learnt a lot about the intricate structure of an NHS trust and trade unions.
2. I learnt that all staff members face challenges. Even directors sometimes have their hands tied and cannot implement all that they would wish to.
3. I have witnessed the best and the worst of human qualities.
4. I discovered my own resilience, wit and capabilities.
5. I developed a deeper understanding of employment law.
6. I developed many leadership skills.
7. Most importantly, I stayed true to my vision of trying to get the best outcomes for my members and had many successes.

Did this help you to be a better SOR rep?

I sincerely hope that this guide will be of help to anyone out there who takes on the role of being an SOR trade union rep.

I congratulate you and wish you every success.

Keep in mind that there are many different ways to be an effective SOR rep and you will develop your own unique style.

If you found this helpful or not, please drop me a line. I’d love to hear from you and leave your comments below.