Reps guide to dealing with Revision Issues

[Geezer]

Please find attached a guide produced in the North East which maybe helpful to local representatives dealing with the aftermath of BT2010 revisions.

Regards

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Reps guide to follow when revisions are implemented or have been implemented and there are problems with the revision.

Work to the Plan

• Jointly agree that you are going to work to the plan and the model agreement you have signed up to, at phase 4 of the revision process.
• Ensure Prep plans are in place and people know their duty and what is expected of them.
• Daily Communications with the Dom / Line manager outlining the day plan in huddles.
• CWU Rep Released to ensure a smooth transition and assist with daily reports and log issues.
• No lapsing at all.
• If you have had an Indoor Flow revision or fully integrated revision use Porters and Sorters (It’s been planned so use it).
• Ensure all OPG’s sign in and out of the office and all equipment is used as planned.
• Ensure Meal reliefs are taken and staff do not start before their time. It is vital that this happens because if this doesn’t flow falls by the wayside as people start to clear their own mail and more and more people start to walk around the office and sorters and porters go back to old way of working, prep plans also get lost and you can fall into chaos as people go back to old ways of working.
• Ask all OPG’s to log any issues they may come across on a daily basis and feed them back to the CWU Rep and Manager.
• Ensure you have built in time to have your weekly resource meetings, plan 2-weeks ahead

You will get a fair and accurate measure of the success of the revision and be able to identify what the issues are by doing all of this and doing the job properly.

Communications

• Ensure there is daily engagement with people and everyone is afforded their rights at work dignity and respect.
• Daily Communications with the Dom / Line manager, CWU Rep outlining the day plan, use of equipment, signing in and out, Prep plan and understanding what is expected (use huddles).
• Ensure there is continuous engagement with all concerned staff, managers, planners and the CWU etc., on a daily and weekly basis via resource meetings WTL&L sessions.
• Do you need to run any of the engagement communications again?
• Ensure there is a communication process for OPG’s to log their daily issues with the Rep or manager, issues log, diary etc.
• Ensure that successes are communicated and people are congratulated, encouraged and motivated.

You must ensure you constantly communicate the importance of trying to work to plan and working as the revision has been planned. Effective communication is absolutely vital to the success of a revision and keeping our members on board.

Support Structure

• Ensure the planning team remain in place; The Dom has support on their day to day job so they can concentrate on the revision and the CWU Area rep is available to assist the CWU Unit Rep.



• Ensure there are supplementary hours put into the office to cover off the learning curve and the initial drop in performance.
• Ensure that facility time is afforded to the CWU Rep so they can concentrate on the revision without having to worry about performing a delivery.
• Do not staff the office to target performance, ensure a flight path is put into place to ensure a smooth gradual increase in office performance from current to agreed target performance.
• If things are not working bring in a fresh set of eyes to look at the operation use people from an office that has had quite a successful revision.
• Ensure you collate all your office data accurately to assist the reviews of the revision, EG actual traffic v forecast, traffic mix, time out on delivery, planned hours v actual hours and reasons for any extra hours,

Revision problems

• If there are issues of finishing outdoor on time remove packets not Loops where possible.
• If there are issues with loops use the PDA to measure time of loops.
• If staff are not getting out on delivery on time look at the flow of mails are porters and sorters being used?
• Are staff failing to returning to office after delivery? Is job and knock creeping back in? ensure 1-2-1’s take place and work to plan.
• Have you built in return to office after delivery?
• If there are problems of non-use of equipment ensure 1-2-1’s take place to find out what the issues are. Managers are fully aware it is mandatory to use all equipment and they have a duty of care to ensure all equipment is used.
• Is the mail-centre getting the mail to your office on time? Check your service level agreement with the mail-centre.
• Are Prep plans being used?
• Is your prep plan in place?
• Do people understand what they have to do?
• Are staff using equipment if not why not get the detail
• Have you looked at forecasted traffic for the office and used the Delivery Forecasting Tool?
• Did you need to flex up to cover the extra indoor workload?
• Have you got an overtime volunteer list to assist flexing up?
• Is Mira accurate?
• Have you looked at traffic mix taking into account packet growth compared to model week?
• Do you need further up-skilling training on use of equipment, how to load a van, prepping d2d, etc?
• Individual performance is rarely the issue!
• Ensure you have your 4 week, 8 week and 12 week PIR process and ensure that all the issues you have been logging are acted on as soon as possible (don’t wait for the PIR process to fix something do it as soon as you can) Bigger issues should be logged in the PIR process to ensure they are recorded and can be acted on if re-investment is an issue.

Golden rule: - Do not let issues go round and round in circles, this frustrates members. If you cannot get them resolved then flag them up to your Area Rep and use the agreed processes to highlight them divisionally where necessary.

[fishtank]

I'm not knocking this Geezer and there are lots of good advice and intentions in there but....there's a hell of a lot of Ensure that... and not very much actual How to ensure that....

For instance..• Ensure Meal reliefs are taken and staff do not start before their time.
Answers on a postcard.....

[clashcityrocker]

For instance..• Ensure Meal reliefs are taken and staff do not start before their time.
Answers on a postcard.....

I am a great believer in education being the Trade Union way.
However, the only way to ensure no-one starts before their time is to chop off the hands of the first person who turns up early.
This will hopefully discourage anyone else.

[silly suffolk]

reps guide on how to be another level of management.

[AnotherLimey]

reps guide on how to be another level of management.

Agreed

[RTP]

ensure a flight path is put into place to ensure a smooth gradual increase in office performance from current to agreed target performance.

Now correct me if I'm wrong, but didn't dingo say that London would not be having a flightpath?

[clashcityrocker]

ensure a flight path is put into place to ensure a smooth gradual increase in office performance from current to agreed target performance.

Now correct me if I'm wrong, but didn't dingo say that London would not be having a flightpath?

No. I think the London reps were withdrawn from revision activity because they refused to accept 100 bsi as the standard.
A gradual improvement over 3 years is what is in the agreement and that is what they agreed.
I think.

[fishtank]

ensure a flight path is put into place to ensure a smooth gradual increase in office performance from current to agreed target performance.

Now correct me if I'm wrong, but didn't dingo say that London would not be having a flightpath?

Wasn't dingo it was the union in general.

General Delivery Talks Update
We have been in discussions with Royal Mail regarding what appears to be a centralised move to undermine the national agreement BT2010 and other national guidelines and joint statements. The falsities that feature most at the moment are
 Delivery Spans must be at least 4 hours long
 Start times must be no earlier than 07:00
 Indoor Performance must be 100BSI
 Revisions must have a flightpath to improve performance
 Revision must deliver at least a 5% savings target.
None of the above has been agreed with the CWU and all are contrary to the national agreement. Our advice to representatives is to register disagreement wherever this becomes an obstacle, unilaterally if necessary and get the problem into the IR Framework.

[RTP]

the output of the agreed performance levels will form the basis of the duty structures with no Pre determind levels of improvement or BSI improvement.

From the Steve Cameron's letter thread by dingo.

[Martin Walsh]

There is no flight path and no commitment to agreed 100 BSI. It is reasonable simple you negotiate a revision and then you introduce that structure into your office. There is no pre determined start times , savings , BSI or delivery span. Royal Mail will have aspirations as will the members the key is to get the right deal and make sure the members vote on it.