The challenge
Recently appointed in a relatively new company as its first HR manager, my client has a dilemma. She described with some dismay her fear that the managing director was starting to instil a long hours’ culture in the organisation.
No explicit statement existed in this regard, but some behavioural trends, which seemed to indicate that he valued employees working long hours, were beginning to emerge. The behaviours that she described were:
- The MD started early and left late, regularly working 12-hour days or more
- Some other workers had followed suit and it was becoming a regular habit
- A couple of joking remarks had been made to people who left at the normal time of 5pm about working “half days”
- The MD had casually remarked about knowing who in the team were committed and who weren’t, the implication being that those who stayed behind were more dedicated.
My client has not yet raised the issue with him for several reasons. Firstly, no-one has complained about the emergent culture. Secondly, those who stayed behind were more than happy to do so and seemed to relish the idea of working longer hours.
But my client could foresee a number of potential problems, not least the beginnings of a team split, and so wondered if and when she should intervene.
My response:
There is no doubt in a newly-formed company that long hours can be seen as a necessary evil, although much depends on whether the MD sees the situation as a way of life or a short-term fix.
It has been well documented that a long hours’ culture is detrimental in the long run on a number of fronts and it is right to consider the dangers of a short-term fix turning into a long-term way of life.
But it is also vital to be supportive of the MD and avoid appearing critical given the pressures that he has to cope with. HR’s role is to get better results, not prevent practices that may be advantageous in the short-term.
So while keeping a close eye on the mood of the whole workforce, a good tactic would be to start introducing strategies that ultimately result in a healthier working culture. Here are some proposals that might help in getting the best out of employees when a long hours’ culture is prevalent:
1. Propose a smart performance regime
Recommend that the company culture is based around some or all of the following performance measures:
- Outcomes-based targets and objectives. This approach gives employees the freedom to fit work around their own particular style of working as well as their lifestyle. Objectives can be adjusted depending on capability and business needs, but the focus is no longer on watching the clock
- Productivity. Long hours do not necessarily mean that employees are working to full capacity. It might be that someone who leaves at 3.30pm to pick up the kids every day is more productive than someone who stays till 6.30pm. Evaluating individual productivity can serve to highlight how counterproductive a long hours culture can be
- Efficiency targets. The aim here is to make processes and procedures slick and time-bound, with the focus being on reducing hours rather than extending them.
2. Push the commercial benefits of a great work/life balance
Produce a balanced argument about the benefits of ensuring that personnel have a good work/life balance. Demonstrate the cost of stress-related absence and, more importantly, cost out presenteeism, which can actually have a bigger financial impact than absence.
3. Conduct a risk analysis
The MD should understand the legal risks involved in cultivating a long hours culture. Stress-related personal injury claims have proved quite substantial, while Working Time regulations and HSE stress management standards also need to be complied with.
I would, however, be careful about how you present the issue of risk to the management team. If you begin your case by outlining risk, it can make you appear risk-averse and sometimes it is simply expedient for employers to take necessary risks depending on their particular circumstances.
So a risk-based approach should only be put forward when:
- The MD asks for risk to be specified
- You are presenting a costed proposal, in which the possible costs of employee dispute/risky outcomes need to be factored in
- You observe emerging situations that could result in adverse outcomes/litigation if they are allowed to carry on. But identifying these situations early is essential.
4. Ensure a healthy balance
Remember that a healthy work culture may include times when it is right for employees to work long hours for short periods. Motivated and happy staff will often “up their game” when crisis hits or change is occurring.
The trick is to recognise when a long hours’ culture is in place simply for the sake of it. This is when good workers become demotivated as otherwise great performance is ignored because they don’t choose to burn the midnight oil.
Christina Lattimer is an HR consultant at HR and leadership development consultancy, People Discovery.
If you would like Christina’s help and advice with any HR problems of your own, please email her at ChristinasCounsel@peoplediscovery.co.uk. Full confidentiality will be respected.
