Twice this week I have had to explain to clients why texting is not the best way to communicate some messages. The important ones, the ones that effect their employment directly. Remember when that major UK company text all employees to inform of impending redundancies - bit of a PR disaster there.

Texting employees for every day stuff is great, quick, can be done on mass if you have the technology and there is a record. Advising of shifts, extra hours available, meeting reminders or general day to day for the job is all ok.

I do not advise using text messages for telling an employee that they need to attend a disciplianry meeting or investigation, that they are being made redundant or crucial information about changes to working practices which affect the contract of employment. Actually I usually advise that TWO other forms of communication are used - telling them and writing it down.

Telling the employee is usually avoided by managers because they don’t like giving hard messages, they are afraid of the reaction. However if you are in a position of responsibility for someone’s employment, one is paid to take that type of responsibility. It is not easy but practice the conversation beforehand, write down some notes to read from, don’t get drawn it giving inappropriate information or even inappropriate sympathy - stick to the message and to your guns! But allow the person to speak or vent if appropriate.

Writing can take two froms, email or letter - it depends on the usual method for the business you are in, if email is regularly picked up and it is common preactice to use it, you dont need to send a letter via snail mail.

We are in the mobile technology world now, but in my view, picking up the phone or speaking to an employee face to face are still the way to interact on the important stuff.

I made a visit to a construction site for an engineering company in South Wales to meet and greet the workers. They raised concern that I didn’t expect - why doesn’t the Company fund our sunscreen? I was rather surprised but it all made sense, the guys were out in all weathers and had protection against the usual rain, wind and hail but now, in a heat wave, they were spending their own money on Factor 30. I immediately authorised expenses for high factor, quality sunscreen, as an employer we had a duty of care to protect our employees health and safety at work - also a very quick win in the motivation stakes!

I was taking a brief from a client in London, a wonderful company specialising in “beautiful things” for the home (www.neishacrosland.com) I was with the business manager discussing provision of the first aid, when we heard a yelp of pain and clatter of falling objects. Just as we were moving to investigate, a young employee hobbled in with blood pouring from her big toe. She was unpacking a wrapped up chair with a Stanley knife when it slipped and sliced into her toe which was elegantly exposed in, I have to say, a rather delightful pair of sandals. The moral of this story is that although you might look wonderful, is appropriate attire for the job you are doing?

I am a happy to say that I attend Quaker Meetings on a regular basis. No I am not going to get all evangelical, but I want to pass on my observations on their business meeting practices.

A Quaker is a listener, they like stillness and silence, they talk about discernment - a deep spiritual reflection on an issue or decision. They seek unity after “clearness”. My feeling and experience is that in our management meetings we could no better than employ these skills.

How often do we solely listen to another speaker? I mean really listen, not thinking about how we or others will respond, looking for the next thing we can say, looking at the next topic, dismissing their opinion because it doesn’t suit our needs or agenda? If we really listen we might hear something we need or a newness we have not considered.

Do we react immediately someone has finished talking? I have never heard a silence in a business meeting yet….

Sorry! A stunned silence yes but a reflective, thoughtful, absorbing silence?

Silence is one of the most effective tools in a HR practioners toolkit - once you know that the other person has actually said all they want to say and it gives time to consider a response rather than just jump in. Silence can be misunderstood, others thinking you don’t have anything to say or are being “slow” - we need to cultivate silence as a tool in meetings - it could fundamentally change your culture and decisions.

If you are in a meeting of listeners, you can be heard.

Business decisions are generally reactive and needs-based, if we take time out to “discern”, deeply think about, research and comtemplate decisions, will these not be better decisions? Decisions we fully know are right for our business and we are committed to? This clarity enables business leaders to truely engage with employees and clients more fully and believably.

Following listening, silence and discernment comes unity. The Board may not all agree on a course of action or decision, however everyone has been able to contribute fully to the process, has been given the space for opposing views and knows that fully consideration is being given. This means that hopefully the correct path has been chosen, no one person (even the CEO) has forced through an idea or direction. This leads to a unity and pulling together behind the course of action - a committment.

A key phrase there is “leads to a unity”, we all want Leaders in business not Dictators.

I hear you say - how long will that take?! Probably longer than usual, but in the long run that desicion will be right and will be followed through.

Quakers themselves might take a long while - years to come to a decision, but one thing you can say for them - they are committed once decided.

It’s that time of year again….

Every year, throughout my 15 year career, I have had to advise on issues created from an office party - from minor incidents to full blown fights and fall outs. eg, two married women fighting in the loos over the affections of their manager, also married or the drunk employee who decided it was a great idea to tell everyone what EXACTLY he thought of them (including his wife..)

Here are some points on how to handle festive parties and celebrations at this time of year:

•Make sure employees are aware of the policies which are there to help prevent harassment and discrimination.
•Make sure they are aware of the types of behaviour that is unacceptable (fighting, excessive alcohol consumption, use of illegal drugs).
•Make sure you have plenty of soft drinks and water available, so people have a choice and those who don’t drink are not discriminated against. Nothing worse than a party, you don’t drink, and all they have is cola…
•Ask for volunteers to remain sober so they can supervise the event and spot/prevent potential behaviour before it becomes a problem.
•Employers have a potential for third-party harassment, act promptly and take any complaint seriously. Use the discipline and grievance procedures as needed.
•Check that the Secret Santa presents are appropriate and not likely to give offense.
•Remember if you are inviting partners, all partners are welcome, opposite and same-sex.
•Check that it is on a day that all employees are able to attend, Friday night might not be suitable for Jewish invitees, and also those with childcare responsibilities might find an evening party difficult to attend.
•Check everyone is old enough to get into any venue, that the venue is generally going to make all feel comfortable and relaxed, that it is not going to cause offense (Lap dancing bars might not be an idea for that last drink).
•Check that from a Health and safety prospective, that potential hazards have been considered and if you are holding it on the premises - check the insurance policy, particularly if third parties are invited.
•Check dietary requirements
•Take steps to prevent drink driving and manage the trip home, ordering taxis or laying on transport is an idea - employers have a duty of care to ensure the safety of employees and non-employees.

And afterwards…

Make sure employees are clear that they are expected to attend work the following day if required, don’t let absence go undealt with. If it a lunchtime party, make sure people know if they are expected to return in the afternoon. Remember if your employees use machinery or driving, make sure there are fit and able to do so on return to work if they have been consuming alcohol - even if it is the night before.

From recent experience I would like to offer up 3 very small titbits about the working time regs:

Always get an opt out form signed by the employee - better to make it a separate form and get it signed on induction or before, of course they don’t have to and they can opt back in again, but believe me, forgetting or neglecting this and they do over the hours - HEADACHE!

KEEP RECORDS - always keep records of the hours worked - it is easy to get people to send in a timesheet to record what hours they do. Failing to keep records incurs financial penalties, if find out, and frankly it is good management to know what and when your people are working

If your people are regularly doing excessive hours - look at hiring someone else, it will mean BETTER PRODUCTIVITY in the long term and possibly less cost in overtime.

I had an interesting conversation with a client of mine - a specialist company who deal with all types of occupational health, fitness for work, ergonomics and absence management. The are contracted to Bradford City Council for specialist work in absence management, seemingly they are contacted only once in a blue moon and BCC are reluctant to spent money on proactive activities which will prevent and halt absence.

Hmmmm, after all that hype on how they are putting actions in place to stop the double digit absence figures. Possibly not putting their money where their mouth is? An under-budgetted HR department is not unusual!

Ok, so to give them some due, the figures are probably generated by one day absences etc. which is actually more of a conduct problem than an occupational health one. Culture has a lot to be blamed for here.

I have a post-it note stuck above my desk at the moment, something I have to remind myself of for work…

“Never say no to a Manager, Ask why instead”

The reason I put this note up was to remind me that when a manager wants to act on an employee issue and feel that they are very clear on the direction they should take, it is very easy just to run with it, particularly if their solution is a legal and reasonable one. It gets interesting when you ask the question “why do you want to do that?” Exploring the issue or problem helps to reality test the solution - is it an emotional response? Is it really in the best interests of the business or the employee? What will be the effect of the solution on other employees? Cost implications?

Sometimes the immediate or easiest solution isn’t always the best solution.

Just attended the CEDR course on mediation skills, fantastic course with intelligent teaching and coaching from experienced mediators.

Mediation is a dispute resolution method which allows the parties involved to reach their own solution, something which should be looked at very seriously in the increasing environment of litigation and the new ACAS code for dispute resolution further emphasising the need for mediation as a dispute resolution method.

My reasons for getting involved in mediation is that I believe that this is an intelligent and quick way to allow all parties to be heard and listened to in a safe enviroment. Quick - as most mediations resolve on the day or in the days after. Court and legal process can take months even years. Reducing the emotional impact rather than increasing it and entrenching parties in their positions.

I hope to practice soon, the course is very exacting and there is still written assessments after two assessment days - CEDR take their accreditation very seriously!

When working for a large design and construction company, I went on a site visit to South Wales. A grievance from the guys was a lack of good quality, high factor sun screen. They requested that the Company provide the sunscreen as it was costing them a “fortune” to stay safe in the sunshine whilst working.

Request accepted, Factor 30 bought at local Boots.

A quick win for the Company and definately supporting their health and safety at work.