New Rep - What to say if I disagree with something DOM says?

[SexyLegs]

Hi - A friend of mine has just become the Rep at this DO, but he's unsure what to say if a DOM says something he disagrees with...............

Should he just say 'You can't do that' or 'I dispute whether that is actually allowed'? Or what?

What terminology should he use? For example:-

Yesterday, a walk was lapsed but only 12 or so people out of a DO of over 100 had to lapse the walk, the Rep said to him 'You can't do that DOM, if 1 absorbs then everyone needs to take a bit' to which the DOM said 'I've taken a decision and that's how I'm dealing with it this time'

So what should he have said/done?

[keithposty]

you can say that you will get confirmation and that you disagree with his decision

the lapsing policy should be debated and decided in the weekly resource meetings with the dom

[SexyLegs]

So will that stop the decision he has made on that day?

[Cheetah]

Hi - A friend of mine has just become the Rep at this DO, but he's unsure what to say if a DOM says something he disagrees with...............

Should he just say 'You can't do that' or 'I dispute whether that is actually allowed'? Or what?

What terminology should he use? For example:-

Yesterday, a walk was lapsed but only 12 or so people out of a DO of over 100 had to lapse the walk, the Rep said to him 'You can't do that DOM, if 1 absorbs then everyone needs to take a bit' to which the DOM said 'I've taken a decision and that's how I'm dealing with it this time'

So what should he have said/done?

Hi Sexy legs ..... Surely only the people in the DO who have spare time in their duty should lapse the walk to take them to their paid hours? If that manager believes some posties do have time and are not lapsing then it is up to him to prove and address that situation.....

If I were him I would be looking for a knowledgeable mentor, preferably in house.... would the previous rep be a suitable candidate? as agreements/documents/procedures are a mine field and so often ignored and abused by managers . Obviously as i'm sure you're aware if things cannot be sorted quickly and amicably with the DOM then he has to use the disagreement procedure, if he works in an office similar to ours then he will need plenty of pens LOL.... Anyhow good luck to him and the office in a very difficult time for reps new and old with the lack of support and guidance coming from the top....

ps... An introduction to this forum would be excellent, there are not many questions which go unanswered on here with evidence to back it up (I have drove our DOM to drink with all the stuff I've used I've obtained on here to stop his dastardly deeds )

[drb]

Copy & Paste this :


Delivery Offices
Absorbing Hours & Covering for One Another

Aims

• To jointly identify/implement genuine opportunities to absorb outdoor and/or indoor workload where time exists within approved attendance times/normal paid work hours.
• To provide sensible options for the business to take advantage of opportunities to increase efficiency when workload declines, or there are absences.
• To put in place regular and robust consultation/dialogue between managers and CWU representatives in respect of the resourcing arrangements.
• To ensure quality of service is not adversely affected by any new arrangements.
• To reduce the reliance on causal and agency staff wherever possible on an ongoing basis
• To give people the opportunity to cover for one another or swap duties providing there is no additional cost to the business, to reduce absence and assist with domestic situations etc.
• To provide the appropriate training so that employees are multi-skilled and able to work more flexibly.
• To create a working environment where employees, CWU reps and managers feel valued and motivated.
• To provide a better work life balance for employees.

Guiding Principles/Key Criteria

• Managers and CWU reps working together to ensure a successful introduction and operation of jointly identified opportunities/arrangements.
• Provision of suitable release for CWU reps to fully participate in the process including weekly resourcing meetings.
• Advance Identification of traffic levels, absence/leave and workload requirements.
• Provision of the best possible customer service.
• Adherence to all Health & Safety Standards/requirements including walk safe, legal requirements and national/local agreements.
• All staff involved on an equal and fair basis.
• Clearly displayed plans/comms so that all individuals are fully aware 2 weeks in advance of their duty details.
• Walk logs up to date and all appropriate equipment necessary to do the job provided, including personal protective equipment, and transport arrangements.
• Adherence to the Delivery Office Workplan.
• Individuals’ personal circumstances taken into account with a process to arbitrate where issues are raised regarding their ability to work flexibly.
• Staff fully trained, as required, in advance to ensure they are safe and competent to cover work.
• The continuing provision of reasonable local earnings levels.
• No changes to duty attendance times unless agreed locally.
• All leave commitments and family friendly arrangements to remain in place.

Methods/Process

1. Jointly review workload and duty structures within the Unit to maximise effective full-
time duties and provide equally efficient part-time duties.
2. Leave Reserves to be utilised in the most effective way within the Unit.
3. A+ up to date and regularly maintained.
4. Weekly Resourcing Meetings between the DOM and CWU to be a pre-scheduled mandatory requirement for all Offices. All forecast information regarding traffic volumes, parcels where applicable, D2D, levels of walksorted mail, vacancies, all known leave and workplan performance should be shared with the CWU in advance. The meeting should then:

• Discuss and agree staffing arrangements for at least 2 weeks in advance.
• Take the opportunity to effectively refine workload requirements and staffing arrangements for the following week where any previously unforeseen fluctuation in traffic or leave/absence has or is due to take place.
• Ensure robust contingency plans are in place to deal with any emergency or unexpected traffic fluctuation.
• Ensure all planned changes are communicated/displayed to all employees ASAP following the meeting.

Note: *If it is identified that there is a requirement for staff to work in another Unit the process agreed locally under P&M Phase 2 will be used.

5. Joint consultation on daily fluctuations of traffic/workload will also take place ASAP to discuss where opportunities can be identified to maintain or improve efficiency and/or protect quality of service.
6. The Units’ Skills Register will be reviewed/updated to enable the necessary training to be planned/provided so that employees are multi-skilled and able to be used more flexibly throughout the office.
7. Employees will be allowed to swap duties on a weekly or daily basis providing they give at least 24 hours notice, have the necessary skills and there is no cost to the business.
2. A Personal Cover Register will be established to facilitate individuals making their own arrangements if they wish to cover for each other. This cover could be for part of or the complete shift/daily attendance. Individuals will again be required to provide at least 24 hours notice in advance, confirm they have the skills necessary and that there will be no additional cost to the business (a template for the Personal Cover Register for use is attached at Annex C).
9. A chart will be displayed and updated weekly to illustrate forecast savings/bonus achieved against budget to date under the 50/50 Efficiency Scheme, for the life of the scheme.


THIS DOCUMENT IS A NATIONAL AGREEMENT BETWEEN ROYAL MAIL AND The Communication Workers Union

Print it

Then hand it to him

[clashcityrocker]

A rep also needs a bullshit detector.

[fishtank]

A rep also needs a bullshit detector.

If you're in a meeting with a manager you're more likely to need a truth detector.

[POSTMAN]

Also show him the new RMC smilie not this one tho

[clashcityrocker]

A rep also needs a bullshit detector.

If you're in a meeting with a manager you're more likely to need a truth detector.

Very rare I know but I have to disagree with you on this one.
If you go in with a truth detector you spend a lot of time tapping it, to see if it is actually working.
I took mine back to the shop because I thought it was faulty as it hadn't ever lit up.