Every company has rules—that’s a given; however, some rules are more of a choice or maybe a short-sighted attempt at establishing a hierarchy and creating order. Understandably companies want to maintain certain standards and codes of conduct but there are some rules that could be killing morale. Below are examples of some demoralising rules as well as some advice on how HR can eliminate them in just 30 minutes.
Strict attendance requirements
Salaried employees are salaried for the very reason that they are paid based on the work they do, not the specific number of hours that they sit at their desks. If it is your leadership’s practice to alert employees of their tardiness; for example, arriving five minutes late even though they routinely stay late or work on weekends, then you are sending a clear message that policies take precedence over performance. A more relaxed policy based on mutual respect and trust can prevent resentful feelings from arising. As long as employees are able to complete their workloads on time to desired standards, then the clock-watching should be put on pause.
Similarly, requiring strict documentation for unpaid sick leave or bereavement leave leaves a bitter taste in many employees’ mouths. After all, if you have employees who are faking deaths or illness to miss a day’s work, what does that say about your organisation’s culture?
No personalisation allowed
Some companies adopt a ‘tidy desk’ policy where employees are forbidden from personalising their workspace or leaving items on their desks after the lights go out. Dictating how many items employees are or are not allowed to place on their desks can create friction between employees and their employers. That is not to say employees should be able to put up pin-up posters all over the place, but rather a more relaxed approach that enables employees to add a bit of personality to their soulless, windowless cubicle might go a long way in creating a more welcoming atmosphere.
Draconian appearance standards
Similar to the above point, some employee handbooks go the extra length to specify strict appropriate attire, hairstyles, shoes and grooming standards that employees must adhere to. Of course, there are certain times and events where a professional demeanour is required such as during client meetings or the interview process. As long as there is a mutual understanding that some events call for certain appearance standards, then a less-strict policy can be put in place.
Furthermore, some hairstyles such as natural Black hairstyles or wearing religious headwear, are viewed as unprofessional by some. Aside from being discriminatory on several levels, these overly strict policies create resentment and do little to inspire confidence in the company’s commitment to DEI.
Internet bans gone too far
Restricting internet usage definitely has its advantages and prevents employees from endangering the company’s IT infrastructure. However, if the bans are overly restrictive, they may be more detrimental than beneficial. One such instance is a complete social media ban which makes it difficult for people to conduct online research such as checking the social media profiles of candidates currently being interviewed.
No phones allowed
The reason behind this policy is often to ensure that sensitive company data is securely protected and so that employees do not waste time on non-work-related tasks. One example is that employees are only allowed to make phone calls or respond to texts during non-work hours. However, this demoralises good employees who may need to check their phones periodically due to pressing family, childcare or health-related issues. If an employee is underperforming or excessively taking advantage of a lax phone policy, it can be directly addressed by management.
Simplify in 30 minutes
So how can HR clear away the red tape? This exercise can be done individually or as a collective so set aside 30 minutes and list some similar silly workplace rules within your organisation. The rules should be divided into two categories, red and green. Red rules are things such as government legislation or industry requirements, these cannot be the ones to go. Everything else should be classed as green and is fair game for elimination.
Once the list is compiled, review the rules and see if any of them would be something that would be missed. Often the origin for some of the stupid rules may come from someone who is no longer with the company or is a process that has been assumed as a rule.
After reviewing, take a vote on which role should be killed and do it there and then—more than one if possible. If permission from a higher-up is needed, then the next best thing to do would be to temporarily suspend the rule for a few weeks. If no negative impact is felt or no one misses it, then it makes a convincing case for the higher-up to get rid of it permanently.
Paul Arkwright
Publisher
