Are Sabbatical Officers Accountable to Staff?

How should we manage sabbatical officer conduct, behaviour and their “professionalism”?

***Organisations Representing Students (ORS): A collective term we use for Students’ Unions, Associations and Guilds***

The conduct of sabbatical officers plays a pivotal role in shaping the organisational culture and effectiveness of Students’ Unions, Associations and Guilds. Reflecting on my transition from a sabbatical officer to a staff member, senior manager and now CEO of an organisation that works nationally to support ORS, I've come to understand the complexities of this issue a bit more deeply, appreciating the nuances that influence our perceptions of “professionalism” and conduct within these unique settings.

The Evolution of Perspectives

My journey has taught me that perspectives on what constitutes acceptable conduct can evolve significantly. Early in my career, I firmly believed that any shortcomings in sabbatical officers were reflective of the organisation's failure to support them adequately. This view has matured, tempered by experience and the recognition that addressing conduct issues requires a nuanced approach, acknowledging the individual responsibility of officers while also considering the supportive framework provided by the ORS.

As always; this article is not trying to paint all sabbs with the same brush and generalise, but it’s asking the question of what to do when a sabbatical officer is underperforming as a colleague. There are ORS that do not do enough to support sabbs and there are SUs that do loads, maybe even too much, to support sabbs - it’s certainly not black and white.

I’m also hyper aware that the term “professionalism” is problematic, right? The concept of professionalism can impose a narrow and rigid set of standards that may not account for cultural diversity, personal identity, or equitable practices. For instance, certain expectations tied to professionalism, such as dress codes, communication styles, or behavioural norms, might reflect and perpetuate Eurocentric or other dominant cultural standards, marginalising or disadvantaging individuals from diverse backgrounds. So, for the purposes of this article when I say “professionalism” I think I mean being a supportive, kind, respectful and a generally nice colleague. Alternatives probably include things like “workplace etiquette” or “collaborative conduct”.

Understanding the Impact

Unaddressed, seemingly minor behaviours by sabbatical officers can have a profound impact on staff morale and the operational efficiency of the organisation. Actions such as neglecting emails, habitual lateness, or lack of transparency not only disrupt workflows but also signal a disregard for colleagues' time and effort. These behaviours, if left unchecked, can erode trust and diminish the collective drive towards organisational goals, underscoring the need for a conscious effort to address and mitigate their impacts.

The Role Model Effect

Sabbatical officers, by virtue of their elected positions, are de facto role models within the student body and the wider ORS community. Their conduct sets a benchmark for professionalism and interpersonal relations within the organisation. This dual accountability – to their student electorate and their staff colleagues – places them in a unique position to influence the organisational culture positively. Recognising and embracing this role model effect can catalyse a more respectful and cohesive working environment.

Illustrative Behaviours and Their Consequences

Drawing from a wealth of observed and shared experiences, it's clear that certain behaviours – from the failure to respond to communications promptly to undermining staff expertise – not only strain individual relationships but also challenge the organisational ethos. Each of these actions, particularly when repeated, can slowly chip away at the foundation of trust and respect that underpins effective teamwork and collaboration within ORS.

Tailoring Strategies for Sabbatical Officers

Addressing these challenges requires strategies that are specifically designed for the unique role of sabbatical officers within ORS. This includes:

• Bespoke Training and Development: Recognising the varied backgrounds of sabbatical officers, it's crucial to offer training that covers essential aspects of their role, including effective communication, teamwork, and an appreciation of organisational culture. Such training not only equips them with the necessary skills but also fosters an environment of continuous learning and self-improvement.

• Creating Collaborative Dynamics: Encouraging sabbatical officers to co-create their working dynamics with staff, through shared personal user manuals and regular reviews, can foster mutual understanding and respect. This approach acknowledges the individuality of each officer while ensuring their integration into the organisational fabric.
• Promoting a Feedback Culture: Cultivating an environment where constructive feedback is normalised and appreciated enables sabbatical officers to reflect on their behaviours and their impacts. Mentorship, offering guidance from experienced staff members, can further support this reflective practice. Staff and officers should be encouraged to have radically candid conversations together in a way that feels safe, rather than be perceived as "tittle-tattling" through the layers of the organisational hierarchy.
• Maintaining Open Communication: Ensuring transparency about schedules, availability, and decision-making processes can strengthen trust and cohesion within the team. It's also vital for sabbatical officers to understand the importance of clear and respectful communication with their colleagues.
• Promptly Addressing Issues: Proactively addressing conduct issues prevents the escalation of conflicts and preserves the integrity of the workplace environment. This involves employing HR policies effectively, ensuring that sabbatical officers, like all staff, are held to the same standards of conduct and professionalism.

By embracing these tailored strategies, ORS can navigate the delicate balance of supporting sabbatical officers in their unique roles while fostering a culture of respect, professionalism, and collaboration. Such an approach not only enhances the personal growth of the officers but also contributes to the overall health and effectiveness of the organisation.

The nuanced relationship stems from an inherent dichotomy: staff members often possess more experience and institutional knowledge, yet sabbatical officers, elected by the student body, often hold decision-making power. This distinctive structure can profoundly influence staff perceptions of their roles, affecting their professional satisfaction and career trajectory.

The Impact of Sabbatical Officer Behaviour

The conduct of sabbatical officers plays a pivotal role in shaping the workplace environment for staff members. Actions such as neglecting to respond to communications, consistently arriving late to meetings, or failing to acknowledge staff expertise not only disrupt daily operations but also send a signal to staff members about their value within the organisation. When such behaviours become habitual, they can erode the mutual respect necessary for a harmonious and productive workplace.

Understanding the Staff Perspective

For staff members, the experience of being overlooked or undervalued by sabbatical officers can be disheartening. Despite bringing a wealth of knowledge and experience to the table, staff may find themselves navigating a delicate balance: supporting the vision and initiatives of sabbatical officers while striving to maintain the organisation's operational integrity. This dynamic can lead to feelings of frustration and helplessness, particularly when staff expertise is not leveraged or is outright disregarded.

The consequences of this dynamic extend beyond personal grievances; they can impact staff members' engagement with their roles and, by extension, their professional development. A workplace where staff feel undervalued or where their contributions are consistently undermined is likely to see higher turnover rates, decreased morale, and diminished capacity for mentorship and innovation.

Bridging the Gap: Strategies for Harmonious Collaboration

To mitigate these challenges and foster a more inclusive and respectful working environment, several strategies can be employed:

• Empowering Staff Voices: Ensuring that staff members have regular opportunities to share their insights and feedback can help validate their expertise and contributions. Sabbatical officers should be encouraged to engage with staff perspectives as a valuable resource in decision-making processes.
• Structured Mentorship and Training: Implementing structured mentorship initiatives where sabbatical officers can learn from the seasoned experience of staff members can help bridge the knowledge gap. Additionally, tailored training sessions for officers focusing on effective collaboration and communication can reinforce the value of staff expertise.

• Creating Platforms for Joint Decision-Making: Developing mechanisms for collaborative decision-making, where the insights of both sabbatical officers and staff are considered, can foster a sense of shared purpose and mutual respect. This approach not only leverages the diverse strengths of the team but also promotes a culture of shared responsibility and camaraderie.

• Recognising and Celebrating Contributions: Publicly acknowledging and celebrating the contributions of staff members can significantly enhance their sense of belonging and value within the organisation. Recognition can come in various forms, from formal awards to simple expressions of gratitude, each serving to reinforce the importance of every team member's role in achieving the organisation's goals. I've loved NUS Charity's #LoveSUs campaign that has highlighted all the people making the movement great - no arbitrary criteria, just praise and recognition where it's due.

Team Work Makes the Dream Work, Right?

By addressing the unique challenges posed by the relationship between sabbatical officers and staff, ORS can cultivate a more positive and productive working environment. Embracing strategies that promote mutual respect, collaboration, and recognition can transform potential points of tension into opportunities for growth, innovation, and meaningful impact.

In other news, our latest podcast episode is available now from wherever you get your podcasts:

Episode 5 - What a Way to Make a Living: Working and Thriving in HE

In this episode of "Disrupting Echoes," we delve into the intricacies of work and organisational culture within higher education. Levi Pay, with his extensive experience in student services and consultancy, alongside Vicky Hossack, an experienced HR consultant and former ORS senior manager, share their insights on the evolving landscape of engaged work cultures, and the challenges of hybrid working models. They emphasise the need for transparent communication about flexible working options to attract talent, question assumptions about mental health and wellbeing, and highlight the crucial role managers play in fostering a positive work culture. The conversation explores the balance between business needs and individual ambitions, addressing the privilege of passion-driven roles and the rise of an anti-work culture. This rich discussion offers valuable perspectives for anyone involved in or interested in the dynamics of higher education institutions and student unions.

Key Takeaways:

• Transparent Flexibility: Clear communication about flexible and hybrid working options is crucial for attracting and retaining talent in higher education.
• Managerial Influence: Managers have a pivotal role in cultivating supportive and inclusive work cultures, essential for navigating hybrid work challenges.
• Engagement through Curiosity: Encouraging curiosity and enthusiasm among staff enhances engagement and productivity, benefiting the organisational culture.
• Balancing Passions: Finding the right balance between individual passions and the pragmatic needs of the business is crucial, especially in environments with high turnover.
• Addressing Work Culture: The conversation around work culture, including the perceptions of work-life balance and the impacts of an anti-work culture, is vital for fostering a positive and productive workplace.