RESPECT – CREATING POLICIES LIKE A CODE OF CONDUCT DOESN’T MAKE IT A WORKPLACE REALITY

As part of creating successful continuous learning environments where skills are leveraged and team wisdom is not wasted, creating respectful workplaces has been essential.

Having facilitated recently for an international company on respectful workplaces it had me reflect not only on this experience, but the other 200 purpose led brands I’ve partnered with.

Below are my seven key takeaways from working and facilitating in the respectful workplace space.

Think of this as a guide for designing and maintaining respectful workplaces and using common resources in not so obvious ways to do it.

Ultimately codes of conduct will only be as useful as people's willingness to use these resources and see its value in how it positively shapes their workplace experience.

Takeaway?1??????? ?

There needs to be ongoing review/measurement of code of conduct so that the team can track progress against it, celebrate wins but also identify the gaps and areas needing additional focus.

Without measuring performance there is no way to celebrate progress but also see the emerging trends and themes within our teams and workplaces that need to be responded to.

To ensure the code of conduct remains relevant and useful.

Takeaway 2?????? ?

As workplaces are evolving, it’s key to gain input and insight from the team to help shape the code of conduct – rather than wait once a year and problems have existed for some months.

Get input from the team to help evolve the code of conduct remembering that this is not a static document.

This must reflect the changing workplace and people at various roles will have insights and experiences you don’t.

Call on the internal wisdom and lessons learned that you have already at your disposal to help guide the ongoing design and updating of the code of conduct.

Takeaway3?????? ?

Make the Code of conduct part of everyone’s role so people know what is expected and how it’s measured – in order for people to own it and buy into it.

When we design roles let’s connect the key elements of the code of conduct back into roles.

I’ve set the scene prior to recruitment by making the job description available to applicants so they can see what’s expected.

By doing this I’ve observed firsthand how effective this is in people self-selecting in or out and saving time and headspace in the process.

Think about how you can use elements of the code of conduct to craft a different employer brand as part of the recruitment experience.

Takeaway 4????? ?

Create opportunities for the team to assess and review their performance against values and behaviors contained within the code of conduct.

For brands I have worked this occurs at least once a quarter and will often be on the agenda as part of ongoing team idea sessions throughout the year.

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Takeaway5???? ?

?Use the positive workplace experience to craft a compelling employer brand out in the market – mini video/written testimonials from the team about the reality of being part of the workplace has worked well for purpose led brands I’ve partnered with.

And a compelling, differentiated brand is connected back to the employee emotional value proposition I speak about often.

This refers to how you define how you want people to think, feel and behave as part of your organization.

What’s the promise you make to your people from an emotional perspective when they decide to work with you?

I always work to define this early with Leaders as I know it’s fundamental to shaping the right project outcomes and impacts.

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Takeaway?6?????? ?

Design roles to reflect behaviors outlined within the code of conduct and have fair and consistent ways to measure it across all roles – including Leaders and Managers

Formal and informal 1:1 discussion between Leaders and Employees – celebrating wins but also areas for development occur once a quarter with a full debrief every 12 months.

Having regular check- ins makes sure the “small stuff in the workplace” doesn’t blow up to be the big, costly and complex stuff.

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Takeaway7?????? ?

Make the acceptable behaviors and actions outlined within the code of conduct seen as high value work – reflected in not only onboarding but ongoing measurement in the workplace.

Use the code of conduct and associated policies to inspire people rather than as a big stick.

We need to re-think the language and content so it is reflective of changing markets and the expectations of both current teams members and potential talent.

Finding the balance between legal requirements and a document with personality and relevance is key.

Check in with your teams to get their opinions and feedback in terms of how this connects with them.

Is it understandable and does it have meaning to them and their role?

FINAL THOUGHT

As I’ve always said if we want people to care about what they are expected to deliver on, they must have genuine opportunity for owning the outcomes and impacts.

I often refer to it as having a "dog in the fight".

This means they must shape and help create what is designed – and early.

The code of conduct is no exception.

?*Article written by @Ali Uren Kiikstart Founder and Designer of The Circular Workplace ??

If you're a purpose led Leader serious about solving brain drain please follow me @Ali Uren and subscribe to my monthly LinkedIn newsletter - The Experiment ??

*All original and proven lessons + insights + strategies tested in the real world.

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