Colborn’s Corner: Reshuffles

Annie Hayes

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Colborn’s Corner: Reshuffles

By Annie Hayes

This week, HR Consultant, Quentin Colborn takes a wry look at all the goings on at Number 10 and reflects on how office romances, withholding information from the boss and general misdemeanours would fit in the business world.

So where do we start with a topic like the reshuffle? For those who have been on another planet and missed the goings on at the Cabinet, this is not a new version of ‘Celebrity Come Dancing’, but rather the largest reallocation of cabinet members presided over by this Prime Minister. But how would this all happen in the world of work – the real world I’m tempted to say?

Firstly, let’s look at potential cases of gross misconduct. Having an affair with a member of staff would not normally be considered an act of gross misconduct, but what about using your employer’s facilities to pursue the relationship? Interestingly more and more employers are developing policies on the topic of relationships at work – would the Government ever do that? (And this is a question that crosses all political boundaries). If so, what would be the implications given the lurid stories we have been used to seeing over the years? I wonder what the rules are relating to Civil Servants – let us know if you have the insight!

What about keeping secrets from your boss, to say nothing of apparent misjudgement? It reminds me of one of those catchall phrases in many disciplinary policies – “Action likely to bring the employer into disrepute.” Could that apply? Or in the case of Charles Clarke are we talking about a fundamental breach of trust that is essential to the employer/employee relationship? I leave you to make up your own minds.

How many organisations out there have a proactive approach to succession planning – and how many simply hope nothing happens? Organisations I work with on developing a succession plan will look at the calibre of their management cadre and then develop a plan whereby every role has at least one person, preferably more, who could be parachuted in, in an emergency. But as yet I have not seen one single succession plan that revolved around one individual, even if his name is John Reid.

How do we think the concept of reshuffles sits in relation to the psychological contract that we are meant to espouse? The prospect of a reshuffle might be great for keeping people on their toes, but when more and more time is spent looking over your shoulder the eye is inevitably taken off the ball – with potentially fatal consequences. What about appraisals – good practice many of us will say, but are they applied to cabinet ministers? What about annual target setting? One of the problems of setting realistic targets is apportioning direct responsibility and while we have the split of policy and process administration I’m not sure we will see real accountability.

One move that maybe of interest for HR practitioners is that of Alan Johnston, lately of the DTI. It is a pity to see him moving onto Education as I was looking forward to seeing him take responsibility for the process of introducing parental leave that could be swapped between mother and father. I recall Alan being interviewed on the Breakfast sofa and the interviewer putting to him the concern about all the administration this would generate when there are entitlements that span across employers. The very reassuring response was that the Government would take care of it all – I just hope not by the CSA!

Of those moved sideways or downwards in the reshuffle I wonder how many of them had received any form of warning. I’d be pretty sure it would be safe to assume nothing was laid out in writing, and as for the right of appeal – forget it! But is this good enough for UK plc? If other employers have the statutory disciplinary procedure to manage, why not the Government? (I appreciate that Ministers are strictly speaking not employees but Crown Servants, but the argument holds.)

Let’s hear your views on how HR professionals would conduct reshuffles – and for that matter how you would select MPs and Ministers.

Quentin Colborn is an independent consultant who helps organisations investigate grievances and disciplinary situations – but not for the Government! To contact him T: 01376 571360 or e-mail him at Quentin@qcpeople.co.uk

Colborn’s Corner: series articles