Cohesion is the next big thing

You want to know what the next big thing for business is going to be? Of course you do, we always want to know the next big thing. Right?

But this time it’s serious. I’m serious.

The next big thing is cohesion.

When we talked about the future of work being human, we were almost there. But not there enough. I’ve been writing on this site for seven years, talking about being the need to be more human focused, but it isn’t quite right. We’ve been distracted by debates around AI and technology and missed the main point.

The future is something much bigger and much more important.

In my forty-four years, the political, economic and social environment has never felt more fragmented, more fragile and frankly more perilous.

As organisations, as employers we have an obligation to bring something to the party that is greater than the simple exchange of labour for money. We have an obligation to bring something that creates more than we extract. That binds and helps communities to heal.

This isn’t simply about corporate responsibility, used by too many organisations as a social-conscious healing makeweight. This is about endeavouring to change the existence of the communities in which we operate through our work, our practice and our existence.

This is about creating workplaces that are safe, both in terms of physical and mental wellbeing. Where individuals are respected for who they are, regardless of similarity or difference. That the rules of tolerance and respect are adhered to by all.

This is about building long-term and meaningful partnerships with employees, either individually, collectively or through their organised representation. Ensuring that decisions are made for the benefit of all stakeholders.

This is about developing skills and education for the long-term, both in the workforce and the community – recognising that we have a power to teach and to give, even to those who may not work for us.

This is about looking after those that work for us, on a financial and emotional footing. Ensuring that people are fairly paid for their labour, that the pay is representative of their skills and their contribution, not their gender or their race. That they need not worry in times of sickness or difficulty.

This is about ensuring that we are commercially successful so that we can invest back into the infrastructure that supports employees, creates new jobs and allows us to share that success both directly and indirectly.

And it is about leadership that recognises the importance of every single individual that works in an organisation and genuinely respects the roles and the participation of everyone.

Cohesion is going to be the next big talking point in the world of HR. Don’t forget you read it here.

It can happen anywhere

Watching the allegation of sexual harassment at Westminster unfold, fills me with a sense of despair. Only three weeks ago I was writing that dignity wasn’t optional in relation to the Hollywood revelations and now not a day goes by without allegations being made against another man in power.

One of the most fascinating aspects (if fascinating can ever be an appropriate term in this context) is the reaction of onlookers to the various allegations. As those accused provide the justifications for their actions or denials, others look on and pass judgment. Social media is full of commentary and the mainstream media provides opportunity for others to provide their analysis.

More than once I’ve read the phrase, “witch hunt” and I’m desperate to ask, “by whom?” and “for the sake of what?”. But perhaps one of the most interesting aspects is the political lens that is being put on the allegations by many of those watching events unfold. Believing the stories of those that we agree with, or are like us, versus disbelieving those that aren’t alike.

At the heart of this is one of the biggest reasons that cultures permit behaviours to become entrenched that are unacceptable to the independent eye. When we choose to believe those that we like, trust or associate with because of that association and we do not base our assessment on fact, then we run the risk of allowing the system to get out of control.

That’s why our role as leaders has to be to bring an independent and rational approach to any type of allegation or complaint that is brought to our attention. That’s why we have to rise above relationships and look simply at the information that is presented before us. That’s why we have to be willing to make decisions that break a system as well as to strive to remake it.

In-group and out-group cognitive biases are pervasive in cultures that go wrong. “They’re all like that”, “they’re all at it”, but “we’re not like that” and “we’re different”. These biases prevent us from seeing the glaringly obvious, but also allow us to re-interpret the actions that we see and prevent us from taking the actions that we would otherwise call on others to take.

Ultimately, and sadly, issues like sexual harassment and bullying don’t understand organisational boundaries, they don’t understand political boundaries. They are as likely to happen in one place as another unless we put in the systems and interventions in place to try to minimise the occurrence. And that starts with recognising that when an issue is raised we need to be open, thoughtful and balanced in our approach.

The future of jobs

Last week the REC published their report on the Future of Jobs. I’d absolutely recommend taking a read of it if you haven’t already. It is freely available here.

What really excited me about the commission was the range of interests being expressed and how much agreement there was in the views being conveyed by different parties. Ultimately, those representing employees, those representing employers and those representing government and special interest groups want pretty much the same thing. The summary conclusions of the report make this abundantly clear.

For employees:
“The best jobs market in the world for individuals is one with opportunities to get
into work and subsequently progress, and one where people have genuine choice in terms of ways of working. A future UK jobs market is also one where individuals feel fulfilled, respected, and recognised, and where people can succeed irrespective of their background. Realising this vision rests largely with the government – particularly with regards to the need for an education system that nurtures individual potential and prepares future generations for the changing world of work. However, a future jobs market must also be one where individuals take personal responsibility for their own career development and take advantage of lifelong learning opportunities. Advice, guidance, and development for all workers is an essential development.”

For employers:
“The best jobs market in the world for an employer is one where evolving skills and staffing needs of employers are easily met, where productivity levels are improving on the back of increased investment in skills, where recruitment procedures have been ‘re-imagined’ to reflect the new world of work, and where management and leadership capability has been radically enhanced. Planning for the future jobs market must be a priority for UK plc and for the public sector. Demographics, ‘flexible hiring’, managing a multigenerational workforce, adapting to new technologies, and the use of data will prove critical to organisational success. As technology, artificial intelligence, 3D printing, and robotics gather pace, businesses, recruiters, and managers must plan their workforce more creatively and ensure that they are able to access the talent that they need. Access to UK, EU, and global talent will remain critical, but we also need to see more employers working with schools and colleges.”

For policy makers:
“Policy-makers should seek to ‘get in front’ of the seismic changes that will impact on the jobs market. The government has a key role to play in ensuring that education is adequately preparing young people for this new world of work. The government must also lead a radical focus on lifelong learning and create an infrastructure that enables individuals of all ages to make transitions and compete in this ever-changing jobs market. The Brexit process will have a profound impact on the UK jobs market; we need to ensure that the post-EU landscape is one in which both demand and supply of staff remains vibrant. In addition to a world-class skills and work infrastructure, we need a progressive and balanced immigration system that allows businesses to ll the jobs they have available. We must not take the UK ‘jobs machine’ for granted. There is a need for a proportionate and effective regulatory and taxation landscape that reflects modern working practices while also facilitating job-creation.”

Of course, saying it is easier than making it happen. But we all have the ability to make micro changes that move our organisations in the right direction. And in that, we need to consider the world through the lenses of all the stakeholder groups. Building a successful future means building one in which as many people as possible can share in and profit from that success. If we can do that, we’ll all be able to be proud of the work we’ve done.

Dignity isn’t optional

Last week’s rolling fatberg of a story featured a Hollywood mogul’s repeatedly obnoxious and fundamentally unacceptable (illegal) behaviour. I can’t imagine there is anyone that isn’t up to date with the story – widely reported – so I won’t go into the story. But here’s the summary;

Powerful man preys on less powerful women in industry for his personal gain.

Who knew?

There are multiple things that stand out for me in the story, but most prominently is the negligent inaction of so many men and women that stood by and let it happen. Who, without any shadow of doubt, are complicit.

I heard an interview with George Clooney who stated they were all aware that the guy in a question was a “womaniser”, but no one knew it was this bad. I’ve seen actresses that have significant power and global influence stand up and recount their stories years after – allowing multiple repetitions of inappropriate behaviour. I’ve read stories of actresses decades ago being warned to avoid certain situations.

Don’t give me the line that his power was overwhelming, I repeat: they were all complicit. 

It reminds me of a situation that I investigated in the past – an incident at a Christmas party between a senior male employee and a much more junior female employee. The actions were portrayed as innocuous, and between two people of the same age in a different context they could well have been so.

But this was a work context, with a significant difference in power, age and experience. And for me they were far from innocuous entirely because of those facts. As we investigated it became clear that the people who’d talked about the events in the corridors and over water coolers suddenly, “hadn’t seen anything”. I’m proud to say we stood our ground nonetheless and took action.

In the weeks that followed, as the rumour mills rolled, several senior colleagues of both genders told me that the guy had a bit of a reputation, that he was well known for acting inappropriately for years and that they weren’t surprised. None of these colleagues had anything to fear from stepping forward at any point. So why hadn’t they?

Let me put this really clearly, where inappropriate behaviour happens in the workplace and you standby, you are allowing it to happen. The movie industry is an unusual one, that mixes work and leisure in an unnatural way but nobody is trying to claim that his advances on women weren’t work related. That’s why he was sacked. And it can and does happen in any work place.

It is beholden on all of us to make a stand – particularly those of us in leadership positions, regardless of our gender. Everyone should be able to go about their lawful work, without fear of intimidation, harassment or assault. That’s not a high bar to set, it’s a basic human right.