Love your policies and procedures

Debbie Dawson, course facilitator of the HR Foundations professional development programme, takes a closer look at a recent HRNZ survey on policies, and shares her insights into the importance of getting policies right.

A recent HRNZ survey of members asked what they spend their time doing and what tasks they would like to remove. I was surprised to see that HR policies featured in the list of things HR practitioners prefer to avoid. Fortunately, though, when asked if there were any specific policies they would throw out, none were identified, although there was a ‘good level’ of support for making them more ‘succinct, more logical and cohesive’. I couldn’t agree more.

Policies that are clearly written and easily understood by both line managers and employees often make a call or email to HR unnecessary. Online access to policies is now a real bonus for ensuring consistency and managing version control, although success here depends on good technology and easy access by employees.

Purpose of policies

I have always valued policies, which I put down to my love of clarity and language and that my family would put down to my love of rules. If I were writing a policy on ‘policy’, I would highlight one principle: ‘keep it simple’. The purpose of a policy is to capture our intent, which means that strategic plans, budgets and even flow charts can be policies. They all share one thing in common: to express the principles we hold dear and why these are important.

One of the best things about policies is that they are usually written, and this requires us to thoroughly think things through to ensure they make sense to others. Once we start writing, it is typical for other tentacles to emerge, which helps to ensure we consider other perspectives and to plan for potentially unwanted consequences.

One HRNZ survey respondent described the role of policy as to “balance business and personal needs in an equitable way”. When writing policy, I have found it useful to consider first how the policy will help the organisation, then the client or customer and then the staff, and to do this in that order. I believe that the organisation comes first. It is not that the staff or the customers are unimportant, but without the organisation, there is no service for the customer and no employment for the staff.

Online access to policies is now a real bonus for ensuring consistency and managing version control, although success here depends on good technology and easy access by employees.

Aligned to purpose

Policies essentially describe expected behaviours throughout a business or organisation, and written ‘codes of conduct’ are policies about how employees will behave in the workplace. This is why HR policies should be checked for alignment with the organisation’s overall purpose and values. For instance, an espoused value of ‘innovation’ may be inconsistent with a workplace policy that requires excessive approvals and ‘red tape’.

One of the topics we cover in the HR Foundations three-day programme is HR measurement and policy development. When policies are done well, they have the potential to save HR people from repetitive work. Policies that are clearly written and easily understood by both line managers and employees often make a call or email to HR unnecessary. It endorses the concept of line managers taking responsibility at the same time as ensuring we are legally compliant and treating employees fairly.

One HRNZ survey respondent described the role of policy as to ‘balance business and personal needs in an equitable way’.

The ‘what’ and the ‘how’

On the course, we look at ‘what’ should happen in relation to a topic, and the procedures that sit under the policy describe the ‘how’ or the step-by-step processes to make it happen. HR has an essential role in designing a policy framework that is easy to access and use. This includes determining a communication style that will appeal to employees, taking into account the tone and ease of comprehension. In most cases, straightforward language without jargon or legalese will be the most effective. The implementation of any policies will be strengthened by trialling them on line managers and employees to test the purpose and usability.

Online access to policies is now a real bonus for ensuring consistency and managing version control, although success here depends on good technology and easy access by employees. The best usability test is to assume people are time poor and looking for the most direct route and answer to their question. The use of Frequently Asked Questions (FAQs) may also provide an additional pathway for line managers and employees.

Review often

Just as HR is responsible for the overall policy framework, it is also responsible for the regular review. Breaches are a clear indication that a policy may not be working and requires further exploration. Instead of adding more procedures, it may be more productive to reconsider the underlying principle expressed in the policy. Contrary to popular opinion, policies do not have to wait for a review cycle before being updated or modified. As soon as a policy is not working it should be updated, modified or deleted. HR is in a prime position to know what policies are necessary because they field lots of tricky and curly questions from line managers and employees every day. ‘Vaccination’ or ‘working from home’ policies, anyone?

Debbie Dawson, CFHRINZ, is a facilitator and website presenter on HRNZ’s professional development programme. She is an award-winning HR specialist who works with people and organisations to implement practical strategies for sustainable workplace wellbeing. She is a coach, facilitator, presenter and writer based in Christchurch (www.debbiedawson.co.nz).