Organising Award Winners Q&A: Helen Garrett BRE

Winner Branch Award (Medium)

First reaction and thoughts when you found out that you had won your award?

Genuinely shocked, but proud of the recognition for all our efforts as volunteers in what has been a tough year.

Was there any particular reason, or incident, that spurred you into action?

We have always tried to be a pro-active branch in terms of undertaking regular communication with members and holding regular recruitment events (pre-pandemic).

We have also established a YPN at BRE and at the end of 2019 conducted a stress survey of members to provide further evidence of feedback we had received on heavy workloads and resultant stress. The survey findings were shared with BRE.

In 2020, however, BRE went through a major restructuring – the second in just over two years. For our newer representatives this was the first time they had participated in a collective consultation which required them to assist in liaising with a senior management team and with staff en-masse.

More experienced representatives then supported around 30-40 colleagues at individual consultations, with newer representatives ‘shadowing’ for their further learning.

Prospect full-time officers, Sam Gipson and Lindsay Chapman, as well as our more experienced representatives, helped them with training and guided them through the experience.

So, it was rewarding to offer support to those at risk of redundancy, as well as helping the development of less experienced reps, who did a great job.

This was also the first time we had undertaken collective consultation using MS Teams/Zoom and we worked together to ensure that all means of communication were used effectively to engage with those effected by directly and indirectly with the restructuring.

In terms of your union activity, what are you most proud of in the last year?

Surviving the second major restructuring in 2.5 years!

It takes a lot out of local representatives, both mentally and physically, but when you get feedback from colleagues, that we made a difference at a difficult time, it makes you feel proud.

The positive feedback from Prospect HQ on our performance, and the thanks from BRE’s CEO on the quality of our work were also great to receive.

What help and support have you had?

Both Lindsay Chapman and Sam Gipson were a great help during the collective consultation; sharing their experience and knowledge and quickly providing training to help us prepare for the challenge.

Lindsay made it clear that ultimately the collective consultation was Prospect HQ’s responsibility to ensure we got it right, which took some of the emotional pressure off local representatives, particularly myself as Branch Secretary.

Sinead Morley has also been great in coming up with ideas for recruitment events and thinking ‘outside the box’ for us.

Prospect and BRE have a good working relationship and the senior team have always made it clear that our input into the business is valued, not just for the collective consultation. So on-going support there.

The support of our work colleagues cannot be understated. When you spend so much time away from the ‘day job’ dealing with the collective consultation, you feel guilty that you are not doing your bit for your colleagues who are likely to be picking up some of your work.

Fortunately, everyone has been really understanding and they value the extra insights representatives can bring into the business situation. In the recent restructuring many representatives were in teams directly affected by the redundancies so there was a good deal of mutual support.

As a branch, what sort of engagement have you had with your employer?

We meet regularly (monthly) with the People and Wellbeing Director at informal meetings and meet with the People and Wellbeing Director and CEO on a quarterly basis.

In addition, the HR team have invited us to participate in several projects that have an impact on terms and conditions e.g. realignment of annual leave, review of policies and procedures.

What are some of the challenges and obstacles that you’ve had to overcome in this period?

Balancing Prospect work with the ‘day job’ is an on-going challenge and we are always looking at how local representatives can share the load in a way that takes their experience into account. The restructuring was the ultimate example of this.

In some ways, the lack of travelling for work has meant that we have more ‘office time’ to support staff and I don’t think that the quality of our support has reduced using ‘virtual’ engagement; but you may be less able to see first-hand how people are coping through a process as you can’t take them for a chat and coffee in an informal setting.

What’s your advice to other members or branches hoping to replicate your successes?

Not sure how to answer this one as we have presumed that we do the same things as other branches! But:

Never refuse help especially from Prospect HQ!

Make the most of your reps’ meeting which we use partly to de-stress, enjoy banter as well discuss the serious issues of the day. It keeps us (reasonably) sane and motivated to support each other and share the workload.

What are going to be some of your branch’s priorities over the next 12 months?

Recruitment, following loss of members due to restructuring.

Preparing for a third planned restructuring, partly be continuing the training of newer representatives.

For you, personally, what’s the best thing about bring in Prospect?

• Having a voice at work
• Free employment advice when needed
• The new green Prospect t-shirts!