The two issues that seem to be preoccupying HR professionals at the moment are agency workers' rights and flexible working. Yes, it's the old red tape story. For a couple of decades employment regulations have kept HR in gainful employment and given the profession a useful lever to make line managers take them seriously. But cynics could say the red tape mind set reflects an us and them attitude: us being the management and the others being those pesky employees threatening to cost the organisation more money and take you to the cleaners at an employment tribunal.
On the other hand, you could turn this on its head and, instead of seeing temporary staffing and flexible working as a threat, try to see them as strategic opportunities. This week a report by the CBI and the TUC called Talent not Tokenism showed how some firms are using flexible resourcing to their advantage. Hospitality company Botanic Inns provides employees with flexible working options and enhanced maternity and paternity pay resulting in lower staff turnover. Even small firms (Beacon Foods, Oakwood Builders and Joinery, and mouse mat manufacturer Listawood) are taking into account the need for flexibility to look after children.
Unfortunately the sad truth is that some HR manager's focus on the red tape reveals that they see the workforce as a liability? In other words it's the complete opposite of the HR cliche "People are our most valuable resort."
Comments (1)
Please don't be fooled by the Botanic Inns PR machine concerning it's alleged "family-friendly" practices.
I worked for the company for five years in three of it's outlets and was a popular and well respected bar/restaurant supervisor.
Following the birth of my second child (within a year) I discovered that my Mother was terminally ill. I applied through the correct channels for the compressed working week to allow me to care for my children and provide as much support for Mum as I could.
Despite being part of a 7-strong management team I was told that the compressed week was not an option as I was more experienced than other supervisors in the outlet.
When I questioned this decision and pointed out that I should not be penalised for the inadequate training of my peers I was subjected to harrassment for a period of roughly two months, culminating in being given a rota of 9-5 shifts every day Mon-Fri, unheard of within the hospitality industry.
Having been trained by the company in "managing out" staff whom the senior management wanted rid of (unworkable rotas being seen as a particularily effective tool), I was absent for 8 weeks due to stress before resigning my position.
The threat of a tribunal case had the then HR Manager visiting my home in an attempt to raise a fire-wall preventing the company's all-important image from being tarnished.
I sought legal advise and was assured that I had a strong case for constructive dismissal, however my darling Mum's death within two months prevented me taking any action as I had learned the true signifigance of the adage "Life's too short".
The reality of Botanic Inns' flexible-working policy is that it only exists on paper, a tool to raise the organisation's profile and win awards at black-tie ceremonies.
A wolf in sheeps clothing...
Posted by Johnny Blair | June 16, 2008 6:55 PM
Posted on June 16, 2008 18:55