Recruiting new members

Why recruitment, retention and organising is essential

One of the most vital jobs of a steward is to recruit new members. Organised workplaces with a high density of union membership means UNISON will have much greater influence with local management and with employers.

Members will have a stronger sense of confidence and ability to change things, together with much higher chances of winning recognition in non-recognised workplaces.

Such workplaces will have greater clout with other trade unions within the workplace.

They will have more stewards, safety representatives and workplace contacts who run the union locally and ensure that the branch is truly representative.

All of this means that the union will have greater influence both locally and nationally, which helps UNISON campaign to improve public services, to stop discrimination, for equality of opportunity and for better pay and conditions of service.

The union will have greater stability. The more members we have locally, the greater income the branch has to provide support for stewards and members.

Remember that it is particularly important to recruit young members if UNISON is to grow and be strong in the future.

'Nobody asked me!' -- that's the single biggest reason people give for not having joined a trade union. And the best people to recruit new members are the UNISON members working alongside them.

Successful recruiters can influence non-members to join when the union is seen to be active, has credibility, organises in a workplace and actively contacts potential members on a regular basis.

An organising approach to recruitment is more likely to succeed than telling members the benefits of joining, and promising a servicing role in which members expect stewards to solve their problems for them.

There are a number of specific techniques you can adopt to help you influence someone to take the step and join.

There are many barriers in the way of people joining a union. Effective organisers aim to remove as many of these as possible.

Consider how you present yourself to the potential member and the language you use. You need to be assertive and clear in your arguments but not pushy.

A good technique is to use inclusive language such as "our union" or "your union". Avoid union jargon as far as possible and illustrate your arguments with real-life examples of how the union has been effective in their workplace.

Consider which recruitment material to use and whether you need to produce your own to supplement the national and regional materials.

Advice for activists | next: Dealing with members' problems

Some ideas for the first contact with a potential member

Introduction Who you are, why you are there. Opening gambit "UNISON is concerned about..." "Some people have contacted us..." "We have been talking to some other people and..." "We have been trying to get people together to..." Basic information Learn about the worker and workplace. "How long have you been working here?" "What is your job/role?" "How many other people work here?" Identify issues Anything that may be affecting the worker can be a basis for guiding the discussion towards the need for union activity and organisation. Start by using general questions and then narrow the focus of the questions onto the details. "How are things going here at work?" "What has changed here recently/over the last...?" "What is good about working here?" "What would you change if you could?" If you are already aware of an issue "Are you worried about...?" "What is happening about...?" "Who else could be affected...?" "How do you think you and your workmates could be affected by...?" Once you've got going, make sure your branch and other members know about your experiences. Publicise recruitment successes in your branch publicity and newsletters. If you turn out to be a fabulously successful recruiter, let the rest of UNISON know by getting in touch with your branch or regional office or Focus.