This blog is about the relationship between organizations and the people who work for them. And, it’s dedicated to the millions of people around the world who go to work every day wanting to do a great job.
Code of Conduct
The language might be different, but are the messages the same?
Turns out trying to increase productivity and motivate and engage employees is nothing new.
Last night I was watching Antiques Roadshow [yes, it's one of our favourites]. And, someone brought in a series of “work incentive posters” from the 1920s and 30s. Besides being valuable [as per estimates by Swann Galleries], they were visually stunning and the messages sometimes funny and familiar. The language might be different, but are the messages the same?
And finally in this age of wikileaks and with a smile:
Random Posts:
You can’t know what you don’t know!
“Orienting employees has more to do with introducing employees to your culture – “The way we do things around here” and the brand experience – than it does all the rules and regs that are the usual focus of employee orientations.” Yes, I said that in a post last November.
And, I still believe it. But part of the way we do things around here has to do with rules and regs so employees need to know that too.
My nephew, let’s call him John to protect the innocent, got a job at Subway earlier this summer. He’s 16 and this was his first experience working outside the family business. He lasted less than two weeks. No one told him that on breaks there’d be no place to take the break. You see at this Subway outlet you can eat all the food you want, but there’s no where you’re allowed to eat it. Unknowingly, poor John found a corner in the empty restaurant to take his break and have his snack. The next day he was told off [I guess the manager watches the video] and his hours were cut. The day after that he quit.
You can’t know what you don’t know.
This came to mind today when I was out chiwalking up Mont Royal and heard someone coming down the hill complaining about being told off at work for something they’d never been told and couldn’t be expected to ‘just get’.
So, ask yourself: What do new employees need to know about the way we do things around here? Are we giving them an adequate orientation or are we just waiting until they break a rule or cross an invisible line to let them know?
Good for John for quitting. And too bad for Subway ’cause they lost a great employee.
Random Posts:
The golden rule at work
There’s much “wrong”, and amusing, with this short little orientation film from the 50s [with thanks to Michael's recent post]. But there’s something very right. The message that the teacher, Mrs Percal, delivers to her students: “Don’t forget the golden rule” just because you’re at work.
Karen Armstrong’s Charter for Compassion, her mission to bring compassion to the world [including some pretty surprising places like Pakistan] and the movement that is growing daily in support for the Charter reminds us of the power and importance the golden rule can have in our lives. But what about our work lives?
The golden rule in the work place. Now that is “an idea worth spreading“!
Random Posts:
Great idea # 2 – Netflix on building a great culture
An occasional post on a really great idea for internal communications – simple and high impact.
““I will not lie, not cheat, not steal,
nor tolerate those who do.”
All of us are responsible for value consistency.”
What a simple and obvious way to ensure that values are valued. And that behaviours reflect values. Well, it may be obvious, but how many organizations do you know where employees are really responsible for ensuring values consistency?
Netflix CEO Reed Hasting’s “Reference Guide on our Freedom & Responsibility Culture” presents their current best thinking about maximizing Netflix likelihood of continuous success.
I’m a little behind in seeing this. But thanks my good friend Christine Pietschmann I did.
This deck is one of the best things to cross my desk in a long time. It’s well worth the time it takes to flip through the 128 slides. It’s clear. It’s concise. It describes the kind of culture Netflix is building and practically what that means for employees and managers on a day-to-day basis.
It describes in a comprehensive way ‘how we do things around here’, why, and what that means for you – if you are already an employee or if you’re considering joining Netflix. And it has clear implications for you if you are an investor or a customer or potential customer. No ambiguity. No gray zone. No corporate jargon. No acronyms.
Well done Netflix! You’ve set the bar very high indeed.
Random Posts:
What makes a good code of conduct?
Virtually every organization of any size has a written code of conduct. I’d really never thought about them much but, in the course of doing research for two posts for this blog I’ve ended up checking out Rio Tinto’s, British Petroleum’s and the Canadian Forces among others.
I was reminded that a good code of conduct is about more than the content of a written code. It’s about “the way we do things around here”. It’s about the behaviours employees see at work every day. It’s about the institutional stories that are told both formally and informally.
That said, all this often starts with a written code. So, here are some preliminary thoughts on what I think makes a good code of conduct:
- It’s written to help all employees behave in a way that is consistent with the authentic values of the organization and in line with national and international laws and regulations.
- It’s written from an employee’s point of view and not just the organization’s. The Code is about more than maintaining the organization’s reputation. It’s about employee pride in their organization, their team and their own work.
- It’s “virtually universal in … application”. There’s no guessing about who the code applies to [all executives, managers, non-managers, business partners]. No guessing about when the code applies or doesn’t. No gray zone. No exceptions.
- It clearly defines acceptable actionable behaviours and operating practices. It is written simply and is easy to understand. Plain English. No management speak or legalese.
- The number of behaviours are relatively few, easy to remember and act on. The consequences – both positive and negative – for the institution and the individual are clear.
- It includes relevant scenarios and mini-cases that bring the values and the behaviours to life for employees and can be used as the basis for discussion.
- It is supported by a process[earlier post]. that ensures employees are introduced to the code of conduct on day-one as part of their orientation to the organization and their work. There are regular opportunities to discuss the implications of the code in their day-to-day decisions and actions with their immediate supervisor and to ask questions, provide feedback. There are ways to report suspected violations without fear.
What do you think? Is this list complete?
Do you have any examples that you think are particularly good? Why are they good?
When was the last time your executive spent time thinking about the code of conduct and its implications in terms of their day-to-day work?
Random Posts:
Sometimes the words do matter
Twice in the course of preparing posts I’ve found myself looking at Codes of Conduct [the first time]. In writing my post earlier this week, I found myself reading the Canadian Forces Code of Conduct. What I found was certainly not what I expected. It is clearly written, and behaviour focused. It’s virtually free of jargon and legal language.
So, today I thought I’d go back and check out British Petroleum’s Code of Conduct and compare to see if there’s anything we can learn.
Before I go any further, let me say that BPs Code of Conduct is pretty representative of most Corporate Codes of Conduct I’ve ever seen. Neither better or worse. Obviously the Canadian Forces are not in business. They have 1000s of years of military experience behind their Code of Conduct. And, I think it’s because of this that the following comparison may be instructive. Here’s what I found [italics are mine]:
British Petroleum |
Canadian Forces |
Our commitment to integrityFocus on the company and feels like PR. What does integrity look like?
|
Code of Conduct for CF PersonnelFocus on employee behaviour and feels like a practical tool. Conduct is easy to picture. |
Length and general description: |
|
| 84 pages describing topic areas and including Q&A | 28 pages + 66 pages with behaviour-based lesson plans = 95 pages |
| Management speak and jargon | Plain English |
Message from the top: |
|
| Yes – letter from the group chief executive | No |
Table of contents |
|
| Yes | No |
Introduction |
|
| 10 pages on “Our commitment to integrity”Presents context , describes “Your personal commitment”, and describes how to ask questions and raise concerns | 3 pages on scope, why, the Law of Armed Conflict, etcPresents context for the Code of Conduct
|
Organization |
|
| 6 topics [e.g. Employees], supported by 21 sub-topics [e.g.Fair treatment and equal employment opportunity] | 11 very concrete behaviours |
Why a code of conduct?: |
|
| The BP code of conduct stands for a fundamental BP commitment – to comply with all applicable legal requirements and the high ethical standards set out in this code – wherever we operate. To help us meet this commitment, the code defines what BP expects of its businesses and people regardless of location or background. It provides both guidance in key areas and references to more detailed standards, instructions and processes for further direction. | Operational missions often require CF members to make decisions under considerable stress and in times of confusion. Moreover, the course of action one elects to make during operations can have serious consequences. Decisions must often be made very quickly. Compliance with this simple Code of Conduct helps to ensure that split second decisions are consistent with the Law of Armed Conflict and Canadian law. |
Who’s it for?: |
|
| All employees must adhere to the principles and requirements contained in this code and should consult the code for guidance when acting on behalf of BP. | This publication briefly outlines the Code of Conduct applicable to all Canadian
Forces personnel taking part in all military operations other than Canadian domestic operations. |
What’s in and what’s out?: |
|
| The code cannot describe every law, regulation or BP requirement that may apply to you. The company has additional standards, instructions and processes to further implement the principles in the code. Make sure you know the rules that do apply to you.Employees need to figure out which ones apply. | The CF Code of Conduct consists of eleven rules which capture the essence of the law of Armed Conflict. This Code does not in any way replace or alter the existing treaties and conventions to which Canada is a party. Actually, it represents a summary of the Law of Armed Conflict. It is designed to assist you, your commanders and your fellow members of the armed forces to achieve legitimate military objectives while ensuring operations are carried out in accordance with the Law of Armed Conflict. You must, therefore, know and faithfully comply with these eleven rules.The rules are all there. |
Consequences for failure to comply? |
|
| Failure to do so is taken very seriously and may result in disciplinary action up to and including dismissal.
All head |
Failure to do so is contrary to the direction of your government; can adversely affect the successful completion of your military mission; dishonours you and your country; and ultimately can leave you or your subordinates open to prosecution.
Head and heart. Calls on personal, professional and national pride. |
What differences/similarities do you see? What are the implications from a culture point of view? Is there anything we can learn?
How does your organizational Code of Conduct stack up?
Random Posts:
Actions speak louder than words
This week, British Petroleum [BP], under Tony Hayward’s leadership, failed to make any progress in stopping or even slowing the flood of oil in the Gulf of Mexico. Five weeks after the explosion on the Deepwater Horizon oil platform the crisis is now described as perhaps the largest man-made disaster in history.
In the same week, the Canadian military leader of Canada’s mission in Afghanistan, Brigadier-General Daniel Ménard, was removed from his post after rumours of an affair with a soldier in his command.
The military responded quickly and unequivocally. Ménard is now back in Canada awaiting a hearing and potential court-martial. The allegations alone were serious enough to remove him from his post.
Back at BP, Tony Hayward, continues to run the company despite:
- The explosion of the Deepwater Horizon on April 20, 2010 that killed 11 people and began the uncontrolled oil spill in the Gulf
- Rumours that the explosion happened because the company had not invested in a relatively inexpensive remote control shut off device due to budget constraints
- The fact that the oil spill now threatens some of the most important and fragile ecosystems in North America along the coasts of Louisiana, Mississippi, Alabama, Texas, and Florida and the livelihood of millions of people. Today, on the first day of hurricane season, the potential threat to people and the environment has just increased. The current and potential costs are incalculable.
- The lack of an actionable crisis plan. Now over 5 weeks later it is very clear that the company did not anticipate an accident of this magnitude or have plans in place. Every attempt [and there have been many] to stop the flow of oil is a new and so far failed experiment.
- The fact that the direct costs to the company of responding to the spill is now reported to be at $1B
- Today’s news that BPs stock plunged 17% – Investors will pay – and that the company’s very survival is at stake. If this happens, over 80,000 employees and their families will be directly affected. The direct social and economic costs to the supply chain and everyone in and around the communities where BP operates will be huge.
In the case of the Canadian Military morale may be affected by this revelation about a man they respected and trusted to lead in a critical and dangerous theatre of operation, but they will have no doubt that the institution values the lives of the people on the mission and in the communities they are there to protect over the image of the institution or the reputation of the commander.
What about the 80,000 employees at BP?
These are extreme examples, but I’d love to hear from you. What actions are speaking louder than words in organizations you know? What impact does that have?
Random Posts:
Getting back to basics – Who? Why?
Last week there was news that four Rio Tinto executives had been convicted of taking bribes and stealing commercial secrets. They’d plead guilty to the bribery charges and denied the industrial espionage charges. They will serve from 7 to 14 years in a Chinese prison. All four have since been fired from the company.
Rio Tinto is by all accounts a good company. It has a Code of Conduct that is well communicated – direct, easy to understand, all employees must read it when they join the organization, and attend annual sessions to understand what it means for them in their jobs. It’s also publicly available on their website.
Rio Tinto is a company that benchmarks and follows best practice. The communication of the Code of Conduct certainly falls into that category. [Full disclosure in a past life I was an employee of Alcan now a division of Rio Tinto]
So what happened? Is this just a case of “bad apples”? Maybe. But for the purpose of discussion let’s explore what could happen if we wanted to communicate a Code of Conduct and followed bench marked best practice without asking ourselves two basic questions – Who are we communicating with? And why?
Let’s start with who? Answer: All employees.
Next question: Who are all employees? Answer: Well they are managers and miners. And, in a global company like this one they’re from cultures and/or working in industries where the Code of Conduct is nothing new and in cultures and/or working in industries where the Code of Conduct is asking for a radical change in behaviour.
Why are we communicating the Code of Conduct? Answer: Something like to ensure appropriate [according to the law, our values, etc.] and consistent behaviour of all our employees.
From a communications point of view now I think it gets really interesting. If you’re from and working in the West, the Code of Conduct is for the most part guidance and a reminder of behavioural norms that are well known and understand. So reading it when you start your job and meeting with your colleagues once a year to discuss for an hour or so would probably do the job.
But, if you’re from, and working in, Africa the code of Conduct may represent a radical change of behaviour that goes against cultural norms. And if you’re from the West working in Africa you may be comfortable with the behaviours described in the Code of Conduct but how do you get the job done without following cultural norms especially if you’re working in an industry where the competition is?
There’s not a one-size fits all solution to communicating even something as straight forward as a Code of Conduct. So what does this mean for Communications? How do we become more than message pushers?
Sign up for mailing list
Recent Posts
- Decisions based on compromise
- Grey zones are costing your organization big time
- Saying goodbye to jargon
- Don’t leave them laughing
- A master class with Ed Sullivan
- Innovation & collaboration: Strategic priorities or not?
- The truth about the number 1 fear
- Want to know the secret to writing a great speech?
Authors
Recent posts
- Decisions based on compromise
- Grey zones are costing your organization big time
- Saying goodbye to jargon
- Don’t leave them laughing
- A master class with Ed Sullivan
- Innovation & collaboration: Strategic priorities or not?
- The truth about the number 1 fear
- Want to know the secret to writing a great speech?
- Connecting for big business benefits
- Staying in touch with reality
Categories
Archives
- May 2012
- April 2012
- March 2012
- February 2012
- January 2012
- December 2011
- November 2011
- October 2011
- September 2011
- August 2011
- July 2011
- June 2011
- May 2011
- April 2011
- March 2011
- February 2011
- January 2011
- December 2010
- November 2010
- October 2010
- September 2010
- August 2010
- July 2010
- June 2010
- May 2010
- April 2010
- March 2010