Previous Article Next Article Jargon busterOn 30 Jan 2001 in Personnel Today Thisweek’s jargon busterThedigeratiThe digital or new media elite ñ Last Minute’s founders Martha Lane Fox andBrett Hoberman are examples.U-turneffectWhen employees leave a bricks-and-mortar company for an e-business, andthen ask for their old job back when things go wrong.PitchjunkiesThose people hired purely to pitch and sell a web site idea to a potentialinvestor or other influential organisation.DotbamsWhere an old style bricks-and-mortar company moves into the new economy andwipes out or “bams” the existing competition. Comments are closed. Related posts:No related photos.
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Simply writing a policy is not enoughOn 28 Sep 2004 in Personnel Today Related posts:No related photos. Previous Article Next Article Comments are closed. It is hugely significant that HR professionals, the architects and guardiansof anti-bullying policies, are often victims of bullies themselves. Many organisations work hard to gain the loyalty and commitment of their HRstaff, but it is all too easy to misuse power or position to exploit thatloyalty. In organisations where loyalty is synonymous with discipline and obeyingorders, the possibilities for bullying are limitless. This type of exploitationof HR is so endemic that we don’t question it. Not only do HR staff often witness bullying, butthey have to pick up the pieces if their distraught colleagues come to them foradvice or support. If they become embroiled in the fray, they may risk their own position inthe organisation; if they don’t get involved, they may feel they stood by and didnothing – the equivalent of watching a mugging on a daily basis. For one of thethings that is stolen by bullying is self-respect.Meanwhile questions will be asked as to where loyalties lie and an abuse ofeither power or position will be used to persuade support for one side or theother. The plea to know how best to deal with bullying has led to the developmentof a whole area of writing up policy and procedures, usually by one or twoindividuals within HR, with or without expert advice. However, policies alonedo not stop bullying. Words and written guidelines can present a veneer ofresponsibility that stops nothing, but creates the illusion that theorganisation has tackled the problem. I am convinced that concerns aboutbullying then become lodged not in people’s minds, but solely in the writtenword somewhere else. Policies must be written with regional, cultural and organisationdifferences taken into consideration, consulting with different parts of thebusiness and the staff within them. All this must be backed by designated groups within HR responsible for theirsensitive dissemination and maintenance. Specific written guides should then beproduced for managers and investigators, followed by cascade awareness trainingprogrammes developed and delivered to all staff in an organisation. By Lyn Witheridge, chief executive ofanti-bullying charity The Andrea Adams Trust