Posts Taged policies

Bring policies and procedures to life

HR Policies and Procedures


Many organisations we work with have a wide range of support available to their managers. Yet still have problems with work based relationships. Their managers try to manage, but fall foul of mistakes that can easily be avoided. So how can they bring policies and procedures to life? Why should they?  Bringing policies and procedures to life allows managers to resource their staff, and workers to get on with their work without distractions.

Here is a model that we have developed at PDP.  It is getting really good results with managers in G4S a FTSE 100 company.

Bring policies and procedures to life – Consultation

  1. Hold a full and frank meeting with the client. Explore the needs and wants they have. Look at the current provision that exists to helppolicies 2 bring policies and procedures to life. Have a focused discussion on the outcomes required and the preferred method of delivering that outcome.
  2. Agree what must be in the training and what is up for negotiation. Is it about the outcome or the methodology? The outcome is to bring the policies and procedures to life. The previous methodology was to use two days of meticulously prepared powerpoint slides delivered by great HR specialists. Could it be that the outcome may be better achieved using specialist educators and engaging activities?
  3. Cool thinking and planning period.
  4. Return to the client with a proposal to address the topics raised in stages 1 and 2.
  5. Pilot the proposal with a mixed group of real managers
  6. Use the pilot data and feedback to tweak the programme
  7. Diarise the delivery
  8. Evaluate and review the programme and it’s effectiveness on managers behaviours in the business


The Design.

How “bringing policies and procedures to life” comes to life!


policies and proceduresAfter client consultation, they chose our bespoke two day training programme, replacing their previous one which had been delivered by the  in-house HR specialists. We managed to reduce the powerpoint reliance from 148 slides to NONE. We used several of the brilliant case studies generated in-house and repositioned them to have greater impact.


Course beginnings, welcomes and objectives

Hearts and Minds

“The Grab” – Spheres of Influence, My responsibilities and duties, “Professional” attributes and behaviours. Behavioural Contract (see Previous Blog)

Personal values, professional values, conflicts and synergies. Understanding attitudes and behaviours (see our blog on Behaviours), the importance of Allports paradigm.

Policies and Procedures – Top Level

The Legal, Moral and Business case.

Recognising and understanding partnerships between Trades Unions and organisations. Why the unions and business share the desire for excellent work place behaviours and systems. Memoranda of Agreement.

Policies and Procedures – the vast array – taster session

Deciphering the difference between a policy and a procedure.

Exposure to a wide range of these, each delegate receives a policy and procedure to investigate and explain to the rest of the group. We deliberately chose a wide range of policies ranging from “time off for public duties” to “paternity leave”.

Policies and procedures – Specific Issues

The Master Class. Delegates placed into three groups and given the biggest issues for managers in the organisation. (As I am sure you understand those are confidential to our client!).  Groups self select their chosen area, depending on the manager’s perceived need. Teams spend a chunk of time discussing the policy, exploring the procedure and then presenting it back to the group as a whole. The presentations MUST be jargon free, showing charts, key times, rationale, potential pit falls and appeal details.

Case studies – Learning into practice

Suspension of a colleague – Who can, why they might, when they should.self-confidence

Three scenarios from the last year. What would you do? debrief in plenary

The Equalities Act 2010

Protected Characteristics – what they are.

How people are disadvantaged – Direct discrimination, indirect discrimination, discrimination by association, discrimination by perception, harassment, harassment by a third party, victimisation. Clearing the mist and explaining these in pertinent accessible ways.

Harassment at work

Case studies using the above, from real situations. As a manager what must you do? Individual work with group plenary.


So What? Trainer led discussion to identify specific actions from each delegate, time scales and willingness.

Closing Remarks.

The delegates loved the course.
It is starting to become the “must” attend event, waiting lists are growing and more events are diarised.
Contact Richard or Paula via the website if this approach is interesting to you and your business.

Motivation Part 3 – Your role in keeping your staff motivated!

Keeping your staff motivated

This blog is the third of three examining motivation in the work place. The first examined why we go to work? The second looked at what makes us work willingly and well and discussed Hertzberg’s work on true motivators, whilst this blog  examines what demotivates us in the workplace.

What irritates you at work is likely to be similar to things that irritate others.   In this blog I hope to show what these feelings are based on, and will refer to Hertzberg’s work again, and crucially examine how the manager can stop staff  feeling this way.

Keeping your staff motivated – Understanding what makes them unwell.

My favourite analogy of Hertzberg’s “Hygiene Factors” is as follows: Picture a small isolated town in a warm area. The local authority have a sewerage plant to cater for the needs of the townsfolk. When it works the townsfolk pay it absolutely no attention, they just flush the loo. They remain healthy because there is no chance of contamination from the sewerage works. If the local authority spend millions on the works, new bells and whistles etc, the population DON’T get any healthier, they just carry on flushing the loo! However if the works starts to malfunction the population can become really ill very quickly, and will complain.

That’s the crux of the concept behind the hygiene factors.  There are some things that need to be in place, at a satisfactory level, so that people don’t become demotivated. Hertzberg’s study suggests that these are listed in order of importance:

1 Policies and administration

2 Technical supervision

3 Relationsip with your boss

4 Work conditions

5 Salary

6 Relationships with your peers

Which of these can managers control? At first glance many say that the hygiene factors are “out of their control”, but a closer examination can quickly dispel this notion. Whilst most of us don’t set work based policies and administration procedures, as managers we CAN let others have access to these areas.  We can make staff aware of what is there to protect and enhance their prospects. For example, how many of your colleagues will know that there are paternity rights and what they really are?  How do your colleagues access these? There may be some information around certain polices or procedures around the workplace, much of it may be gossip, rather than based on fact, and this can alienate staff, before the true facts are known. Shouldn’t your job as the manager be to inform them of this information, or how they could access the relevant documents?

Technical supervision usually falls into two camps, either you am the expert, and feel you should know everything about the task, as the company employed you for the role! Or OMG the staff know more than I do, so I’ll have to blag it! Why not be honest and open?  Share your expertise and recognise innovation can come from innocent questions like “Why do we do this?”

Hertzberg identifies having a work based relationship with your boss, as being necessary and expected. This is not about pub time (but that can be good),  but it’s about being  listened to, being spoken to, being allowed to contribute. Even if the person is consistently wrong, killing of ideas, kills off business and can alienate staff.

Work conditions are important.  Mangers don’t usually paint the office, control air conditioning, or sort out car parking. However, the best ones will make sure that everyone knows why the office hasn’t been painted, why it’s a bit too warm and why the car park is flooded. Sharing information is vital to building up good working relationships, and for staff to see the manager as honest and trustworthy.

Similarly, mere mortals in companies  do not get to set the level of staff salary, BUT as a manager you can make sure that people are paid accurately, paid on time and that their holiday leave is booked properly etc.

If people are having a difficult time with their colleagues, but still trying to  do a good job, they need support.   How long can you really expect them to keep going if the office atmosphere is fraught with tension? Mangers must keep an eye on work place relationships. Ignore them at your peril.

The previous blog looked at true motivators, such as achieving at work, being recognised for your contribution, as well as experiencing a sense of personal growth, and it’s pretty obvious that a lack of these things are not great for staff motivation.  What brilliant managers need to think about, is what is within their sphere of influence?  What will keep the sewage plant working so that the population will stay well!  It may seem a thankless task, but it’s necessary.