Is it me, or is there a general sense of menace and disgruntlement in society? Sometimes it feels like an all-pervasive nastiness is in the air – like atoms bouncing off one another, we go around getting increasingly grumpy with the world.
And of course whilst we can’t all sort the BIG issues of the day, we can do somethings, sometimes to make life a little bit better for someone else.
- Make a coffee for a colleague without asking. Just take them a drink along and say “I made this for you”.
- Have a conversation with a shop assistant. Not about your shopping, just make eye contact, smile and be nice. Treat them like a person.
- Open a door for a stranger. Not metaphorically, but literally. Engage your inner English Gentleman and hold the door.
- Let someone out at a junction. On that drive home, when you’re desperate to get back into your sanctuary, make a little bit of time to help someone else do the same.
- Ask someone who looks lost whether they need directions. Sure, this depends on where you are, but if you get the chance, give it a go.
- Introduce yourself to someone you don’t know. OK, so there’s a caveat to this – make sure it’s situationally appropriate. But take the chance to say hello.
- Send someone a thank you. Take a moment out of your busy life to write a thank you note. It doesn’t have to be for anything big or clever, just real.
- Give your seat up with a smile. If you commute to work on a train, a bus a tram or a tube give your seat up for someone else. It won’t hurt you to stand for one trip.
- Buy someone a treat. It could be your receptionist or security guard. The person at the crossing by school. It could be a chocolate bar, biscuit or snack – just because.
- Take time to listen. I mean really listen Give up half an hour of your day to look the person in the eye, put your phone down and not think about anything else.
We can’t change the big stuff, but if we all change the small stuff, the world can be a slightly nicer place.
How many jobs should one person have? I don’t mean in the entirety of their life, but at any one time. My default belief, probably like many of you, is one. I mean if you can’t get paid enough from one job, then there’s probably something wrong with it. Isn’t there?
As contracts change and employment practices vary to meet with the needs of consumer demands, as different expectations become the norm I wonder whether we are placing a value judgment on the singularity of employment that needs not be the case. Of course, where there is a requirement to work two or more long, unpleasant jobs to make ends meet, then this is never going to be ideal. Where contracts are exploitative or overly balanced in favour of the employer, we should seek to question and challenge.
But could good work be possible across multiple employers? It feels ironic in some ways that at the upper end of the employment hierarchy we see people aim for a “portfolio career”, where they can engage and work for a range of different employers. Yet when we see this occur in more manual roles we assume the arrangement to be exploitative. And maybe that’s because it has been, but does it need to be?
I wonder whether the debate that we need to have is not about the quantum of hours per se, not about the structure of contracts but instead about the working relationship. About the balance of power and the clarity and equity of requirements from both parties on one another. You don’t have to look far back into the history of the world to see a time where people would have one or more occupations or means of putting bread on the table. The idea of a single employer is relatively recent.
And of course, if we do see ourselves (as I believe is inevitable) go down this route, the challenges to employers, to HR functions and leaders will become increasingly complex. Where a relationship exists with more than one company, the relationship does becomes entirely different – but not necessarily bad.
In the fallout from the BBC pay debate, I found myself responding to indignant comments about the “state of HR” by pointing out that I very much doubted that the contracts that were under discussion were covered by the BBC’s HR team. The debate was around the payments made to the “talent”, the actors and presenters that were contracted to the BBC. They weren’t (as far as I can understand) actual employees.
I haven’t worked in television, but my guess is that the commercial contacts for “talent” are probably handled entirely separately to the pay and wage structures that would be handled by the HR team. A comparison would be a football team – whilst many of the big clubs now have HR Directors, they’re normally responsible for the teams that operate behind the scenes and not the players themselves. That’s why situations such as a Bosman can occur – something that would never normally happen in an employment contract.
The closest I’ve ever been is my time in publishing and I think it would be fair to say that it would have been considered entirely bizarre if I’d suggested as HR Director that I should have had some input to the structure of the contracts that were signed with our authors. But should I have had?
That’s the real question that the situation at the BBC brings to the fore. Most of us in well run businesses now are focussed on pay structures, on job evaluation, equal pay and of course gender pay reporting. But only for those “employees” or “workers” that are seen to be the remit of the HR department. In a world where increasing focus is being placed on the fairness of compensation structures should we be extending the same principles that apply to employees to other associated groups of people (I’m not entirely sure what to call them as a collective). Not necessarily as the responsibility of the HR function – simply using the same methodology.
The BBC have rightly had the light shone on them, but what about Sky, ITV, Channel 4, Amazon, Netflix etc.? And whilst we’re at it, what about the vast difference between the pay of premier league footballers versus their female equivalents? Are there justifiable reasons? Which other industries have groups of non-employees where there are discriminatory pay practices that pass under the radar because they’re not strictly considered employees?
Maybe this is an opportunity for HR to share its knowledge of remuneration and compensation management with other parts of the business. To use our expertise in handling similar situations and the lessons we’ve learnt as we’ve worked to improve the balance between our employees. If our principle concern is unfairness, it seems to me the issue goes far beyond the BBC.