The situation regarding the provision and replacement of PPE is very straight forward and the company policy was/is flawed.

It happens! I am sure we have all had occasions where we have had a difference of opinion about how something or other should be done or approached, not just with HR but across 'the piece'. Arguably one of the keys is to ensure that the policy is correct to start with and to help with 'you' should gather information on the legal standards, industry best practice etc, and then consult. As I have said the PPE issue you have raised is very straight forward and this seems to have been recognised by the MD.

Where a company is 'getting it wrong' then part of your job is to guide them in the right direction to get it right. I suggest you don't make it adversarial but rather try to educate, explain, encourage, support etc.

Our policy is pretty simple. Safety footwear is mandatory on the factory floor - zero exceptions. I have a Management System document that talks about all PPE that is or could be required in the factory and within it is a period that each item of PPE is expected to last. However, there is also a statement that if any item of PPE is damaged, breaks or simply wears out then it must be replaced irrespective of the length of time it has been in issue. Keeping accurate records of when PPE, particularly footwear, was issued, when it was replaced and why it was replaced has enabled me to identify 2 brands that have not lasted much more than 6-8 months and have led me to source alternatives.

Although the original post was using a ‘real’ example of a problem arising out of the issue (or not) of PPE (and the issue here is very straightforward), it seemed to me that that the broader and more important (or interesting) issue was one of the failure to establish appropriate policies that complied with legal standards and/or best practice, and having to deal with the ‘conflict’ that arises when dealing with the difference between what the company policy IS and what the company policy SHOULD be.

Caps used for emphasis

David

All relevant research indicates insecurity on the part of the HR professional and an opportunity for you to enable him to manage his insecurity more maturely (and be credited by the MD for your political and social skill).

Shame that, if the company is sold, you may not take the opportunities open to through such a strategy. They may not come so easily after the sale, unless you demonstrate greater resourcefulness in partnering with managers you - and possibly others - with whom you have such difficulties.

What real leaders have relied on merely borrowed status?

Answering your constructive questions in order, Nlivesey

1. What relevant research?

There are numerous citations of research about intergroup conflict in 'The Psychology of Organizations. The Social Identity Approach', S A Haslam, Sage, 2nd edition', 2004, which indicate the differences between resolving challenges (opportunities and problems) through creativity or competitive conflict - chapters 2, 7 and 8 is particularly relevant. The approach is also explained in 'The New Psychology of Leadership. Identity, Influence and Power'. S A Haslam, S D Reicher, M J Platow, Psychology Press, 2011

2 - How have you determined the HR manager's decision was made as a result of insecurity?

On the basis of the information given, David portrayed the decision of the HR Manager as one of blocking purchase without approrpiate detailed examination of relevant data. Within the social identity model of management, it is reasonable to interpret this as protecting an unstable position rather than sharing the leadership task of building relationships with David and the employee to use ££ to safeguard employees within a consistent strategy.

3 - What, in plain speaking terms, are you suggesting david should be doing?

Take the opportunity presented by the difference in beliefs associated with a pair of shoes to raise the profile on safety leadership constructively by

a. Applying the leadership and analytical skills explained in depth in articles such as 'Embedding ergonomics in hospital culture: top-down and bottom-up strategies', Sue Hignett, Applied Ergonomics. 32 (2001) pp. 61-69

b. Showing thoughtful understanding about the lack of the HR profession about safety and health at work - their official training and development programme includes less than 2% subject matter in this area, and even that is optional, as you can check at www.cipd.co.uk

c.aking the time and trouble to persuade and use knowledge based authority instead of relying on coercion - especially in a context where the M.D. and other senior managers are coping with an impending threat to the identity of their organisation - so that OSH is perceived as a source of creativity and innovation under pressure, and a prospective resource for resilience in the coming period of organisational challenge.

Thank you for your thanks in advance