Experience really pays, and I reminded myself of that just this week when coaching one of my clients who works in a major company based in London.
As well as his day job, my client is also a Union representative. With a passion for ‘doing the right thing’ when nobody else wanted to take on the role, he stepped forward, in the belief that he could work with leadership to improve workplace conditions for the benefit of all.
This week, outside of a coaching session, he approached me to ask about my view of the company’s latest proposal, a surveillance policy. The purpose of this policy was to have a series of rules to hold the business honest, so that surveillance was only used appropriately and in a consistent manner, for employees suspected of abusing sick pay etc.
My initial thoughts were:-
- Great that they had a policy. Not having one wouldn’t stop the business from undertaking surveillance, and therefore it was definitely a step in the right direction
- How could the Union support the policy to make it successful for everyone
I was very surprised at my clients response as he perceived the policy as approval to spy on colleagues, and that should surveillance be undertaken and an employee found the be legitimate, the authorising manager should be disciplined for false accusation.
That feedback made me stop in my tracks and dig deep. Not everyone has had the experience and exposure I have had to employee relations, good and bad. I reflected, used the principles of ‘Learning Organisation’ I had been taught many years ago, and responded with the following:-
- If a business is setting out a policy, they should have an objective. Surveillance is time consuming and expensive for all involved. Therefore, a target of say 50% actually identifying abuse of sickness policies etc would not be unreasonable. This helps keep those running the policy honest and only using surveillance where it’s really appropriate. If actual issues identified is <50%, then the policy should be reviewed for effectiveness.
- The whole purpose of a sickness policy, and the surveillance policy that goes with it is to reduce absence, and maintain support for employees if they are genuinely sick. Therefore, I also suggested that he propose where surveillance is used, and an employee is found to be within the guidelines of the policy, perhaps the business could provide further support to that person by offering to pay for private access to medical support to expediate their return to work.
His response to my suggestion – “Thanks very much. You have changed my perspective on that issue completely. Thanks very much”
Taking a negative and turning it into a positive (for all involved) is how to make change happen. At the start of the conversation, although I hadn’t realised it, the presentation of the surveillance policy was about to head for confrontation. At the end of the discussion it was all about collaboration.
Over 30 years of business experience, in many roles, in many sectors have taught me so much. I set up my business to make other people and businesses successful, and I am loving it!
Please get in touch to find out more Contact – Cameron Davies
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