Home' HR Monthly : May 2018 Contents 4
A matter of day and night
Reactions to our articles on HRM online are lively, so we have dedicated this page to your
insightful commentary. Keep it coming.
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PHILLIP VOLKOFSKY CAHRI, DIRECTOR, Explorations in Emergence
“Who determines the moral compass? Not HR. If the company
is going one direction, and someone in HR (or Finance or
anywhere) disagrees, should the company change?
This is completely separate to impropriety. I’m not sure that HR is
there to “represent the staff”? Again, if staff are not happy with a policy
then there is usually opportunity for discussion, and maybe HR can
facilitate. But at the end of the day HR needs to support the company.
By voicing you r opinion you can retain your integrity, self-respect and
keep your reputation intact. Whether you continue in the role with your
employer is another individual decision.
“Providing support and guidance to an organisation is
fundamental to HR. Ideally you find a balance between
supporting employees and supporting senior management with
you r integrity and reputation intact. I’ve experienced first-hand that HR
is still very much for the C-suite, with alarming repercussions.
If your advice or actions do not reflect best and fair practice, then
what are you doing? If your assessment is that the approach favoured
by senior management is not ethical then you should be in a position to
voice that. A nd if you can’t then you should find another organisation.
We are NOT known as ‘MR’ (Management Resources). We need to
reframe the concept of HR for organisations so they understand that
when HR has a position, there is zero debate on the ethical landscape.”
HR’S ETHICAL LANDSCAPE
Speaker at AHRI’s NT State Conference, Clare Payne, revealed how
changing business ethics are affecting HR. She also delved into how
language can skew our moral compass.
NIGHT OWLS OR LARKS?
HRM looked into what the science says about circadian rhythms, and
whether there are real differences between morning and night people.
“If you run a truly flexible workplace you can accommodate both
owls and larks and allow productivity to flourish.
I have two owls and I’m happy for them to start late. It’s how
they work best. It also means we don’t have to shut the office at
four, which is when my larks start yawning and heading out.
So I get a fully functioning office for 12 hours every day which is great
for my West Coast clients. There is no less output from my owls this way. In
fact, because they are getting their two to three quiet hours at the other end
of the day, they pump out as much if not more work than the larks.
In addition, they are so grateful to have found a job that lets them work
when they are at their best that they offer me loyalty, commitment and
Great subject and certainly created a robust discussion in my office.
“It is a serious mistake to behave like a lark when you are an owl.
The article suggests that night owls are prone to depression and
anxiety. The obverse is also stated that – that larks are more this or
that. This is dangerous territory, as it is the amount of sleep (both REM
and non R EM) that is linked to these conditions and many others.
In modern Western culture work is orientated to a lark lifestyle. As the
owls force themselves to fit in they get less quality sleep over ex tended
periods of time. This is the link to illness for this group.
You cannot make yourself be a lark, and the reasons you are a one have
nothing to do with your lifestyle. You can’t train yourself to be one.
DAVID COHEN, DIRECTOR, State government agency
SHEILA BAKER MANAGING DIRECTOR, Gold Seal Pty Ltd
TAMARA SINGH MAHRI SENIOR CASE ADVISOR, DFSI, NSW
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