Notes from the 7th June Rad HR lunch meet. Thanks to all those who contributed!
Is it wise to try and get everyone to feed in to the original policy development, or write a draft and get agreement? (feels like less buy in but maybe more practical In terms of time and whether policy is actually in their job description)
How can we create a narrative that policy is really interesting and relevant to their jobs? Getting people interested = making it relevant to their everyday (both in work and outside work, e.g. paid sick leave, or developing a culture of rest, and only working contracted hours).
Management by walking about (MBWA) to get buy-in. “A political process rather than a management process”. Actually create policy around what people care about rather than trying to shoehorn their passion into existing policies.
“Trust building exercises” where there is group discussion initially and then one person is trusted to go and do the work.
Built in review dates for policies so people can give feedback/make edits.
- Key is to use as little emotional energy as possible to take a good enough for now/safe enough to try to make a decision by consent. And then people won’t be scared to revisit it for amendment.
- Communication is key: build in opportunities to communicate (e.g. mentimeter). “If our policies were more in line with our culture and values, what would they look like?”
- Have we missed anything? What would we add in if we revisited this policy in 6 months?
- Sociocracy practice
- We’re exploring the idea that having watertight policies can create a safer workplace - i.e. in a trauma informed way that shows people what to expect and how things are dealt with
- Policies as the boundaries we can draw in order to co-exist within the multiplicities
- “Policies exist to make things boring when things are difficult” - to protect the people, rather than the organisation.