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Allen29883  
#1 Posted : 26 September 2011 09:53:04(UTC)
Rank: Forum user
Allen29883

Saw an article detailing 12 attributes to a great place to work and was pleased to see safe place of work included. http://www.bluechip.co.u...s-truly-great-place-work Interested to see how peoples workplaces fare up against this list???
RayRapp  
#2 Posted : 26 September 2011 11:37:34(UTC)
Rank: Super forum user
RayRapp

Call me cynical, but does such a utopian workplace exist?
tabs  
#3 Posted : 26 September 2011 11:59:58(UTC)
Rank: Forum user
tabs

A word of caution - ACAS recently gave out good advice about what people should/should not write about their employers on public forums :-) Suffice to say I can't say I have ever seen all those attributes in one place.
messyshaw  
#4 Posted : 26 September 2011 20:41:28(UTC)
Rank: Super forum user
messyshaw

I know of such a place. It's on the Cloud Cuckoo Industrial Estate, Fantasy Village, Dreamshire
HSSnail  
#5 Posted : 27 September 2011 08:59:26(UTC)
Rank: Super forum user
HSSnail

A long time ago I worked for an employer who was rated as being in the top ten for that city- it had one of the highest worker turn over and industrial dispute records in the city, but that did not seam to come into the equation. When you looked at how the survey had been undertaken it was the senior managers who had been interviewed and staff had been hand chosen. View these "best employer" surveys very differently every since.
MaxPayne  
#6 Posted : 27 September 2011 19:43:59(UTC)
Rank: Super forum user
MaxPayne

messyshaw wrote:
I know of such a place. It's on the Cloud Cuckoo Industrial Estate, Fantasy Village, Dreamshire
Hey, that's exactly where I work....
Safety Smurf  
#7 Posted : 27 September 2011 22:14:27(UTC)
Rank: Super forum user
Safety Smurf

MaxPayne wrote:
messyshaw wrote:
I know of such a place. It's on the Cloud Cuckoo Industrial Estate, Fantasy Village, Dreamshire
Hey, that's exactly where I work....
I tried to get a unit there but ended up on Fishy Business Park! Work in Earnest, live in Hope, commute!
bob youel  
#8 Posted : 28 September 2011 07:10:19(UTC)
Rank: Super forum user
bob youel

There are some very good employers out there and I can point you to some; that said its interesting to note that the study etc. as usual and comments made thereafter are all aimed at office type people who are not front line production workers
achrn  
#9 Posted : 28 September 2011 10:44:21(UTC)
Rank: Super forum user
achrn

bob youel wrote:
all aimed at office type people who are not front line production workers
Not all, in fact I don't think any of them, could not be provided to production workers, though I would question whether afternoon naps would benefit production workers as much as the author thinks they benefit creative or knowledge workers. The one about defining success is not normally terribly relevant in a pure production line environment, but the point stands in so far as "as much autonomy as possible" actually is practically none. A bigger deficiency with the list, I think, is that it implicitly refers to a big organisation - "offer a well equipped gym" being the main one that's not going to be relevant to a small organisation. Conversely, autonomy, two-way performance reviews, incentives to develop, recognition etc. are much more likely to happen automatically without anyone needing to define systems for it in a small organisation.
Graham Bullough  
#10 Posted : 28 September 2011 14:49:48(UTC)
Rank: Super forum user
Graham Bullough

Safety Smurf - At #7 you mention living in Hope - For forum users not acquainted with Derbyshire, Hope is located between Castleton and Hathersage. However, I can't find Earnest in my road atlas! Should I get a new one?!!!!
Safety Smurf  
#11 Posted : 28 September 2011 15:07:17(UTC)
Rank: Super forum user
Safety Smurf

Graham Bullough wrote:
Safety Smurf - At #7 you mention living in Hope - For forum users not acquainted with Derbyshire, Hope is located between Castleton and Hathersage. However, I can't find Earnest in my road atlas! Should I get a new one?!!!!
I'm surprised you don't know where Earnest is, it's really famous. You only have to watch documentaries on TV to notice that a lot of history's greatest endevours started in earnest! ;-)
Graham Bullough  
#12 Posted : 28 September 2011 17:42:29(UTC)
Rank: Super forum user
Graham Bullough

Safety Smurf - Thanks. You've reminded me that one of the world's epic expeditions was started not in Earnest but by Ernest - namely Sir Ernest Shackleton! In 1914 before his British Imperial Trans-Antarctic Expedition he advertised "Men wanted for hazardous journey. Small wages. Bitter cold. Long months of complete darkness. Constant danger. Safe return doubtful. Honour and recognition in case of success." In the light of what happened (after the expedition's ship became trapped and crushed by unusually thick sea ice), the advert could be considered as a fairly accurate risk assessment summary for the expedition. Due to Shackleton's notable leadership (including practical risk management) and the skills of his team, he and all the men with him eventually returned safely from the expedition.
m  
#13 Posted : 29 September 2011 13:03:07(UTC)
Rank: Super forum user
m

quote=Graham Bullough]Safety Smurf - At #7 you mention living in Hope - For forum users not acquainted with Derbyshire, Hope is located between Castleton and Hathersage. However, I can't find Earnest in my road atlas! Should I get a new one?!!!!
Don't know about Earnest but there a lots of jobs in Jeopardy! Going back on topic I think Adidas will come close. We come close here but fall short on supplying a gym and place to sleep during working hours - I think Rover used to satisfy the latter back in the 70s though only for the night shift!
Graham Bullough  
#14 Posted : 30 September 2011 16:27:44(UTC)
Rank: Super forum user
Graham Bullough

m's comments about people sleeping at work on the night shift has a ring of truth judging from what I recall of some evening & night visits to various premises with night shifts during my HSE years. Also some premises seemed to have card schools. Some premises where I anticipated finding a reasonable level of security had surprisingly lax security, while other places were proverbially like Fort Knox and the night staff simply didn't believe that HSE inspectors or other officials would visit outside normal office hours. I can't speak for HSE nowadays, but in the 1970s and 1980s it was an unwritten expectation within HSE that each general inspector would have at least one or preferably two stints each year doing night visits. After finishing about 4am to get some sleep, it was fun to be in the office next day to deal with the flurry of calls put through from anxious managers and directors asking if an inspector had visited their premises last night and if I was allowed to visit at night, etc. The stock answer was that inspectors were entitled to visit at any reasonable time - this included evenings and at night if people were working during such hours. It was evident that senior managers for some premises very rarely or never paid any visits during evenings and nights, and assumed that everything operated as in the daytime.
NigelB  
#15 Posted : 03 October 2011 12:04:13(UTC)
Rank: Forum user
NigelB

Dear All The first line in the article stated that more 'than 100 studies' found 'the most engaged employees ... are significantly more productive, drive higher customer satisfaction and outperform those who are less engaged.' In Engaging for Success - a research report done for the Government in 2009 - the evidence of employee engagement having such a significant effect on business performance, the learned authors concluded that: ‘But at its core is a blindingly obvious but nevertheless often overlooked truth. If it is how the workforce performs that determines to a large extent whether companies or organisations succeed, then whether or not the workforce is positively encouraged to perform at its best should be a prime consideration for every leader and manager, and be placed at the heart of business strategy.’ Indeed it is so 'blindingly obvious' that the HSE estimate that 60% of employees are not even consulted about health and safety matters that they are legally entitled to by their employers. Not even consulted, never mind engaged!! Maybe not so obvious. The blame for the failure of British Leyland is generally laid at the doorstep of trade unions. [Except the Chief Executive of British Leyland Michael Edwards who blamed the management] The same union from BL organises in Nissan in Sunderland, which in 25 years has produced over 6 million cars. Last year it made 423,262 cars – more than any plant has ever produced in 12 months in the UK. The Nissan Qashqai hit the millionth car made in the UK in the shortest space of time ever. Perhaps this is something to do with managers engaging the workforce, possibly, maybe, perchance. A workplace does not have to be utopia for people to be motivated to work there. Nor do will need the full 12 attributes in the article to apply. Just an application of the 'blindingly obvious'! Cheers. Nigel
Graham Bullough  
#16 Posted : 03 October 2011 16:39:17(UTC)
Rank: Super forum user
Graham Bullough

To add to Nigel B's valid comments, I've got the impression from TV documentaries that most jobs at BL, i.e. on the continuously moving production lines, were so tedious and unstimulating that frequent strikes provided a welcome relief from the tedium. Even allowing for automation of many of tasks which used to be done manually at BL, I would be willing to bet (not sure what) that Nissan's jobs generally involve a reasonable degree of rotation and flexibility in order to try and minimise tedium. Combine this aspect with good liaison and consultation between employees and management, and it seems everyone's a winner! A few years ago, some of us from the Public Services Section (a great section in case anyone's forgotten my previous commendations) of IOSH's Manchester & North West Districts Branch visited General Motors' vehicle plant at Ellesmere Port in Cheshire. If my memory cells are working okay we were told that formerly rigid production tasks had been made flexible, etc., so that employees worked in teams and never spent too long on any particular task. I think they also had reasonable control over the time available for different tasks rather than having to keep up with a relentlessly moving production line. As a result, employees were reportedly much happier and content with their work, industrial disputes had become rare and production was better than ever - which probably explained why GM kept the plant going while cutting back on other car plants in Europe. Please can anyone better acquainted with the Ellesmere Port plant and/or other UK vehicle plants confirm or refute these impressions?
chris.packham  
#17 Posted : 03 October 2011 17:03:50(UTC)
Rank: Super forum user
chris.packham

In the context of ensuring a great place to work, I would suggest that it is management who set the tone. Perhaps we should reflect on what Lord Wellington said when conducting his Iberian campaign. He dividede officers into two types, the "Go ons" and the "Come ons". I am sure you can guess which ones he preferred! I have seen far to many managers who wondered why their workforce was so demotivated and uncooperative who would have fitted perfectly into the first of the two categories. In my own expeience in managing a small engineering operation in Germany, it doesn't need a large budget, nor significant expenditure in gyms, etc. What it needs is an interested management, interested in and committed to the well-being of their workers, and involving them in what is going on. Chris
Graham Bullough  
#18 Posted : 03 October 2011 18:49:59(UTC)
Rank: Super forum user
Graham Bullough

During my 10+ years with HSE until 1987 I developed a habit for using improvement notices to get organisations to redecorate their workrooms. For manufacturing firms, the notices required them to rectify a breach of Section 1 of the then Factories Act 1961. Such notices reaped more benefits than I, initially, or their recipients would have imagined. I can't recall how my habit developed - perhaps I simply copied some other inspectors with considerably more experience than myself. Anyhow, though the recipient firms weren't always keen on having to spend time and effort in complying with the notices (for which ample time was allowed, including extensions of time if sought, to accommodate slack periods and holidays, etc.), some of them subsequently said they were very grateful for the notices. Initially such gratitude came as a surprise to me until the firms explained that the redecoration work tended to prompt long overdue tidying up of the rooms involved. Also, having cleaner, brighter walls improved the efficiency of the existing lighting arrangements and generally made the rooms more pleasant places in which to work. Allied to these aspects in some cases were that the firms found that staff absenteeism tended to reduce while productivity increased. I guess that among the psychological factors involved was a barely conscious but positive reaction by employees to the fact that their employers had bothered to improve their workplaces - even if the improvements had been prompted by HSE. As I don't know of any particular technical/psychological term for the phenomenon involved, please can anyone help in this respect? The notices about redecoration were just one of many facets of my work with HSE at the time, so I didn't think to explore or publicise the phenomenon within HSE or elsewhere. Also, redecoration in workrooms seemed very basic and mundane when compared with various other aspects of OS&H dealt with by HSE inspectors. In retrospect, I wonder if any of the notice recipients firms subsequently continued with periodic redecorations without further prompting from HSE. Anyhow, in relation to this forum topic, the above experience suggests that providing clean, reasonably lit and decorated workplaces is one of the basic but important parts of OS&H in relation to motivating and getting the best from employees.
Graham Bullough  
#19 Posted : 17 October 2011 12:07:00(UTC)
Rank: Super forum user
Graham Bullough

While visiting one of my employer's secondary schools about 8 years ago I was having a chat with its deputy headteacher in his capacity as the school's H&S co-ordinator. The main building with 4 floors was built in the 1960s and had contained asbestos in the form of ceiling panels and perhaps wall partitions as well. There had been a programme spanning a few years by which all the asbestos materials were removed in stages from different parts of the building by specialist contractors. For obvious reasons the work could only be carried out during longer school holidays, and there were budgetary restraints as well. However, the programme had been completed during the summer holidays some 8 months or so before my chat with the deputy. This had subsequently allowed the whole building to be re-decorated, re-wired and have new lighting. When I commented to the deputy that the interior of the building looked much brighter, cleaner, etc. than before, he responded along the following lines: 'You won't believe this but, since the improvements, the pupils have been far better behaved, staff sickness absence has dropped significantly and everybody's morale has really gone up'. I said I wasn't surprised at all and mentioned having previously encountered the same effect in industry - as outlined in #18 above. Hopefully the mention of this phenomenon as regards the school is of use and inspiration to others. It also serves to rescue this topic from semi-oblivion on p.6 of this forum and get it back on page 1 in order to echo my previous question: Please can anyone provide a name or term for the phenomenon involved?
redken  
#20 Posted : 17 October 2011 13:02:50(UTC)
Rank: Super forum user
redken

"As I don't know of any particular technical/psychological term for the phenomenon involved, please can anyone help in this respect? " Hawthorne Effect?
RayRapp  
#21 Posted : 17 October 2011 13:54:16(UTC)
Rank: Super forum user
RayRapp

Hawthorne effect? Good call Redken. Although strictly speaking the Hawthorne effect is an improvement of productivity due to staff being observed or monitored as part of an experiment, hence it is a short-lived increase in productivity - paint brushes downed.
Graham Bullough  
#22 Posted : 18 October 2011 00:13:32(UTC)
Rank: Super forum user
Graham Bullough

Redken and RayRapp - thanks for your responses. I had thought about the Hawthorne effect, but decided against it because, as Ray ably described it, the productivity improvement is caused by the fact that the people involved know they are being monitored. This prompts a related question as to whether people who know or think they are being filmed for a TV documentary tend to modify their language and behaviour. If so, is there any known term for this effect? Also, if people are being filmed continuously or repeatedly over a long period, do they become accustomed to the presence of camera and sound people and then tend to speak and behave as they normally do? Back to my original question. Hopefully, one or more people over time will be able to offer an established name or term for the phenomenon. If not, perhaps some forum users may wish to think and suggest possible names or terms. One possibility could be something like "enviro-productivity enhancement effect", but it's bit long-winded and clumsy.
Victor Meldrew  
#23 Posted : 18 October 2011 09:19:14(UTC)
Rank: Guest
Guest

Having looked at the twelve points, the 'blue chip' company I worked for back in the '80s & '90s would have 'ticked' most of those boxes. A gym for all workers to use and even a creche for Mums returning to work. We also had an area set aside for workers to 'chill'......we called it the 'flight lounge' because it was where good ideas 'took off'........sorry. Oh well, a distant memory and I have to say that I am where I am today because of their investment in me. Afraid to say they would be struggling to 'tick' more than three of the twelve points now......progress.
pete48  
#24 Posted : 18 October 2011 10:29:03(UTC)
Rank: Super forum user
pete48

It is as simple as CARE. Challenge. Assistance. Reward. Environment. When you work for an employer who you believe actually cares about you beyond your immediate productivity you will be happier in your work and therefore more committed to the cause. p48
Graham Bullough  
#25 Posted : 18 October 2011 19:42:15(UTC)
Rank: Super forum user
Graham Bullough

Pete48's short simple response makes good sense to me. Though I'm far from expert in psychology, is it true to say that high standards in two or three of the CARE elements will often compensate for shortcomings in one or possibly two of the others, especially environment? For example, though members of the British Army endure poor environment (including basic accommodation, the threat of attack and adverse natural conditions) while serving in places like Afghanistan, it seems clear from various sources that they have high motivation, morale and professionalism, etc., due to the reinforcement of CARE elements such as challenge and assistance, especially mutual assistance and comradeship. My military knowledge is limited but hopefully forum users with military experience can comment with much more authority on these aspects. Also, judging from the dedication and motivation of volunteers doing various types of work, presumably the 'reward' element can in some cases consist mainly or wholly of job satisfaction through doing something worthwhile as opposed to simply earning money.
pete48  
#26 Posted : 18 October 2011 21:57:46(UTC)
Rank: Super forum user
pete48

Thanks Graham, yes we do need to be careful with these shorthand descriptions but as an indicator they are often very useful to focus discussion on complex matters. My four headings are indeed mutually supportive. It is all about the right balance across the four components. Reward is indeed a much bigger bag than money. Having said that and given that we are talking about employment here then money is always a part of the reward component. You also introduced the element of assistance from workmates or team members in your examples. This demonstrates that the more people care about the people they work with as well as feeling cared for by their employers is another part of the component. The interesting thing for H&S is that where this sort of culture exists then there is usually a very good H&S management programme with real management commitment and genuine employee involvement. All caring for each other is the slightly cheesy way to describe it, p48
NigelB  
#27 Posted : 19 October 2011 12:01:26(UTC)
Rank: Forum user
NigelB

In the report done for the Government 'Engaging for Success' published by the Business, Innovation and Skills Department in 2009, they reviewed levels of employee engagement and linked it to business performance. The evidence was clear: the greater the levels of engagement the greater the productivity or service performance and profitability of the companies reviewed. Indeed the researchers concluded: 'But at its core is a blindingly obvious but nevertheless often overlooked truth. If it is how the workforce performs that determines to a large extent whether companies or organisations succeed, then whether or not the workforce is positively encouraged to perform at its best should be a prime consideration for every leader and manager, and be placed at the heart of business strategy.’ So what pete48 argues is supported by academic research, as well as being logical. If as much energy was put into trying to support managers, supervisors, health and safety representatives and workers to work co-operatively as in the 'elf and safety' 'unnecessary bureaucratic burden' tripe, many organisations would benefit: this would not only be in relation to business performance but just making workplaces more pleasant to work in - and dare I say - be more fun. The happier people are with those around them, the more productive they tend to be. Yet in the KPI, target, ultra efficient, SMART, objective, mission, vision, scorecard, IT focused business management systems, time for 'people' often gets lost in the 'drive to survive'. Yet people are what organisations are about. This quite obvious point seems difficult to put into practice for many organisations. The HSE estimate that 60% of workers in Britain are not even consulted over health and safety issues minimally required by law, never mind 'engaged'! It appears we have a long way to go before the 'blindingly obvious but nevertheless often overlooked truth' is embedded in most workplaces. Cheers. Nigel
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