You’ll probably be aware that Disruptive HR has a big thing for creating an ‘adult to adult’ dynamic at work. One of the ways HR can do this is to move away from prescriptive policies that try and cover every eventuality. But this can be tough to do. In this video we look at four ways to achieve it and help your leaders and employees cope with fewer rules.
A recording of our live webinar on ‘The employment policy makeover’ from 26th March 2024.
This week’s 5 Minute Monday looks at how we can move to principles, not policies.
Examples of how other organisations are using Diversity statements to help them stand out from the crowd.
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Interesting to hear how instead of ‘converting’ existing organisations to this, we can support start up organisations who could benefit from a very much lighter touch, but maybe do not have the management background/capability.
Hi Sharon,
That’s a great point.
As a start-up it’s obviously easier if you don’t have legacy rules and structure to give up, but if we’re concerned about the ability of managers you can see these could start to creep in.
We would suggest supporting managers to build their confidence and ability to use judgement gradually. You could do this through the technique of ‘scaffolding’ where you take the end point and break it down into chunks. Each chunk involves learning something new but messing up one of them won’t put the learner off doing the rest of it. For instance, if you were to try to hold line managers responsible for making pay and bonus decisions rather than it being controlled centrally in HR, this would be a terrifying prospect for most leaders because they’d assume managers wouldn’t be capable of having honest conversations and would bust the salary budget in no time.
However, your starting point in HR could be that instead of not implementing this change for fear of its causing problems, you could do it in stages like this:
• Ask the managers to carry out a theoretical exercise on how they would go about the task. Give feedback to help them.
• Feed in some example tricky situations and discuss how they’d respond.
• Let them try it with the lowest risk elements of their team, and to reflect with you afterwards on how it went.
Keep doing this until you have them off their water wings and swimming independently.
This might sound time consuming, but how many hours do you spend carrying out the annual pay review at the moment? With scaffolding, you protect people from making huge mistakes and losing their confidence, creating ways for them to practise and improve.
This video on the club under Leadership Development explains this in more detail as well as lots of other ideas https://disruptivehr.club/helping-leaders-change/
Good luck!